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| Criterion |  Business Strategy TOWS Matrix |  Facilitation Six Thinking Hats |  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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 |
Timedifferent | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisOptions | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |
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