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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Accountability Ladder |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | 45-90 min | 60-90 min |
Participantsdifferent | 5-12 | 1-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Ownership Reflection, Action Commitment, Coaching Notes | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | ResponsibilityLeadershipTeam | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |