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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  Innovation SCAMPER |  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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | BrainstormingIdeationCreativityReframingInnovation | AlignmentStakeholdersStrategyFacilitation |