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| Criterion |  Facilitation Timeline |  Operations Kaizen Event |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 0.5-5 Tage | 60-90 min | 30-60 min |
Participantsdifferent | 2-12 | 4-10 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TimelineFacilitationSequence | LeanContinuous improvementOperations | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |