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| Criterion |  Business Strategy TOWS Matrix |  Facilitation Alignment Mapping |  Agile Bucket System |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-2 h | 30-90 min | 60-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Alignment Map, Open Issues, Decision Questions | Bucketed Backlog, Relative Estimates, Split Candidates | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisOptions | AlignmentStakeholdersStrategyFacilitation | EstimationBacklogRelative sizing | StakeholdersFacilitationAlignmentGovernance |