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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Facilitation Consensus Workshop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 20-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-8 | 1 | 5-30 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Consensus Clusters, Theme Titles, Priority Areas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentPlanning |