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| Criterion |  Facilitation World Café |  Facilitation Lean Coffee |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 60-180 min | 30-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 12-100+ | 3-20 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Table Notes, Emergent Themes, Shared Questions | Prioritized Topics, Discussion Notes, Action Items | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | FacilitationDialogueLarge groupSensemaking | FacilitationAutonomyDialogue | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |