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| Criterion |  Facilitation Timeline |  Operations Time Blocking |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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 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 | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 15-30 min Planung, laufend | 60-90 min | 60–90 min |
Participantsdifferent | 2-12 | 1 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Timeline, Milestones, Insight Notes | Blocked Calendar, Capacity View, Focus Plan | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TimelineFacilitationSequence | PlanningTime managementFocus | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |