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| Criterion |  Operations Waste Analysis |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 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 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 | Medium | Low |
Timedifferent | 45-120 min | 60–90 min | 1-2 h | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | WasteLeanProcess improvement | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |