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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 30-90 min | 60-90 min |
Participantsdifferent | 2-8 | 1-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Salience Diagram, Strategy per Class |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | StakeholdersFacilitationAlignmentGovernance |
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