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| Criterion |  Decision Making Constraint Analysis |  Facilitation Stakeholder Mapping |  Decision Making DACI |  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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | Low | Medium |
Timedifferent | 30-90 min | 60–90 min | 30-60 min | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance |