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| Criterion |  Business Strategy Strategy Map |  Facilitation Power Interest Grid |  Facilitation Expectation 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. | 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 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 | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tags1 shared | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |