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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Consensus Workshop |  Facilitation Stakeholder Salience Model |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 60-90 min | 60-90 min |
Participantsdifferent | 2-8 | 5-30 | 3-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Consensus Clusters, Theme Titles, Priority Areas | Salience Diagram, Strategy per Class | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentGovernance | FacilitationDecisionProblem solvingWorkshop |