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| Criterion |  Operations Time Blocking |  Facilitation Storytelling |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 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 | Low | Medium | Low | Medium |
Timedifferent | 15-30 min Planung, laufend | 45-120 min | 60–90 min | 60-90 min |
Participantsdifferent | 1 | 1-6 | 2-8 | 3-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | PlanningTime managementFocus | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |