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| Criterion |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | 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. | 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | FacilitationOptionsDecision |