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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Operations MORT Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 60-90 min | 60–90 min | Mehrere Tage bis Wochen | 30-60 min |
Participantsdifferent | 3-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | Root causeSafetySystemicIncident | StakeholdersFacilitationAlignmentPlanning |