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| Criterion |  Decision Making Decision Matrix |  Business Strategy Scenario Planning |  Facilitation Alignment Mapping |  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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | 0.5-2 Tage | 1-2 h | 60–90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Scenario Set, Strategic Implications, Robust Options | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StrategyUncertaintyPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |