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| Criterion |  Facilitation Stakeholder Salience Model |  Operations RACI Matrix |  Facilitation Power Interest Grid |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-90 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-6 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | RACI Matrix, Responsibility Map, Decision Notes | Power Interest Grid, Strategy per Stakeholder | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | RolesResponsibilityGovernanceOperations | StakeholdersFacilitationAlignmentPlanning | RolesResponsibilityTeamFacilitation |