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| Criterion |  Facilitation Storytelling |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 45-90 min | 1-2 h | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tags1 shared | CommunicationNarrativeStakeholdersFacilitation | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |