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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Operations Change Analysis |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 60-90 min | 60–90 min | 45-120 min | 1-3 h |
Participantsdifferent | 3-6 | 2-8 | 2-6 | 5-30 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | ChangeRoot causeTroubleshootingComparison | FacilitationConsensusWorkshopAlignment |