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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |  Facilitation Storytelling |
|---|---|---|---|---|
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. | 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. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 60–90 min | 45-90 min | 45-120 min |
Participantsdifferent | 3-6 | 2-8 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation |