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| Criterion |  Business Strategy Strategy Map |  Team Design Team API |  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. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | Half day initial, dann laufend | 60–90 min | 60-90 min |
Participantsdifferent | 4-10 | Ein Team plus Stakeholder | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Team API Document | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tags1 shared | AlignmentExecutionGoalsCausality | TeamAlignmentCommunicationService | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |