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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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 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 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 1-2 h | 60–90 min |
Participantsdifferent | 5-12 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |