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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 2-8 | 3-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility |