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| Criterion |  Decision Making Constraint Analysis |  Operations ALPEN Method |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and 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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 10-20 min daily | 60-90 min | 1-2 h |
Participantsdifferent | 2-8 | 1 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Daily Plan, Time Estimates, Review Notes | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |