View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking CATWOE Analysis |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-45 min | 60-90 min | 90-180 min |
Participantsdifferent | 3-8 | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingFramingStakeholders | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |