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| Criterion |  Systems Thinking System Dynamics Simulation |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 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. | 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 | Mehrere Tage bis Wochen | 30-60 min | 60-90 min | 60–90 min |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 3-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |