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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
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. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 30-60 min | 60–90 min | 45-90 min |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning |