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| Criterion |  Operations ABC Analysis |  Decision Making Option Framing |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-120 min | 30-60 min | 60–90 min |
Participantsdifferent | 1-5 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | OptionsDecision framingStrategyComparison | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |