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| Criterion |  Operations Visual Management |  Facilitation Stakeholder Mapping |  Operations Kepner-Tregoe |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | Ongoing | 60–90 min | 2-8 h | 30-60 min |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Stakeholder Map, Engagement Plan, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | SignalsOperationsVisual management | StakeholdersAlignmentFacilitationChange | Problem solvingRoot causeDecisionOperations | StakeholdersFacilitationAlignmentPlanning |