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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Decision Making DACI |  Facilitation Alignment 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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 60–90 min | 30-60 min | 1-2 h |
Participantsdifferent | 3-6 | 2-8 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment | AlignmentStakeholdersStrategyFacilitation |