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| Criterion |  Operations Visual Management |  Facilitation Stakeholder Mapping |  Decision Making Decision Matrix |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 60–90 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Stakeholder Map, Engagement Plan, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Salience Diagram, Strategy per Class |
Tagsno overlap | SignalsOperationsVisual management | StakeholdersAlignmentFacilitationChange | DecisionCriteriaScoringTradeoffs | StakeholdersFacilitationAlignmentGovernance |