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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  Business Strategy Ansoff Matrix |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 30-60 min | 45-90 min | 60–90 min |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | Ansoff Matrix, Growth Options, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | GrowthStrategyMarketPortfolio | StakeholdersAlignmentFacilitationChange |