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| Criterion |  Decision Making Decision Matrix |  Facilitation Alignment Mapping |  Decision Making Trade-off Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h | 45-120 min | 60–90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Alignment Map, Open Issues, Decision Questions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | AlignmentStakeholdersStrategyFacilitation | TradeoffsDecisionCriteriaOptions | StakeholdersAlignmentFacilitationChange |