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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Expectation Mapping |  Decision Making RAPID |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Expectation Map, Alignment Notes, Agreements | RAPID Role Map, Recommendation, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersTeam | DecisionRolesGovernance | StakeholdersFacilitationAlignmentGovernance |