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| Criterion |  Business Strategy Strategy Map |  Operations Causal Factor Analysis |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 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 | Medium | High | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 2-6 h | 60–90 min | 60-90 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentExecutionGoalsCausality | CausalityIncidentRoot causeTimeline | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |