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| Criterion |  Decision Making Constraint Analysis |  Facilitation Alignment Mapping |  Delivery Communication Plan |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Alignment Map, Open Issues, Decision Questions | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class |
Tagsno overlap | ConstraintsDecisionPlanningOptions | AlignmentStakeholdersStrategyFacilitation | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance |