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Selected:Strategic, Tactical and Operational PlanningPower Interest GridStakeholder MappingAlignment Mapping
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. | 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 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 | 90-180 min | 30-60 min | 60–90 min | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | CadenceGovernanceExecution | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |