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| Criterion |  Decision Making Argument Mapping |  Facilitation Alignment Mapping |  Decision Making Cynefin Workshop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 60-180 min | 60–90 min |
Participantsdifferent | 1-8 | 4-12 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Alignment Map, Open Issues, Decision Questions | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SensemakingDecisionRationale | AlignmentStakeholdersStrategyFacilitation | ComplexitySensemakingDecision | StakeholdersAlignmentFacilitationChange |