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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Mapping |  Facilitation Storytelling |  Facilitation Alignment 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 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 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 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 | High | Low | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 60–90 min | 45-120 min | 1-2 h |
Participantsdifferent | 5-12 | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | Narrative Outline, Key Message, Story Arc | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersAlignmentFacilitationChange | CommunicationNarrativeStakeholdersFacilitation | AlignmentStakeholdersStrategyFacilitation |