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| Criterion |  Decision Making Decision Matrix |  Facilitation Expectation Mapping |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Expectation Map, Alignment Notes, Agreements | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | AlignmentStakeholdersTeam | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning |