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| Criterion |  Delivery Value Stream Mapping |  Facilitation Alignment Mapping |  Facilitation Storytelling |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 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 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 | 1-3 h | 1-2 h | 45-120 min | 60-90 min |
Participantsdifferent | 4-10 | 4-12 | 1-6 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Alignment Map, Open Issues, Decision Questions | Narrative Outline, Key Message, Story Arc | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanFlowWasteDelivery | AlignmentStakeholdersStrategyFacilitation | CommunicationNarrativeStakeholdersFacilitation | StakeholdersFacilitationAlignmentGovernance |