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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights 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. | 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 60-90 min | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |