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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |  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. | 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. | 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 | Medium |
Timedifferent | 30-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |
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