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| Criterion |  Decision Making Decision Matrix |  Decision Making Trade-off Analysis |  Facilitation Power Interest Grid |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 45-120 min | 30-60 min | 30-90 min |
Participantssame | 2-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Power Interest Grid, Strategy per Stakeholder | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | TradeoffsDecisionCriteriaOptions | StakeholdersFacilitationAlignmentPlanning | ConstraintsDecisionPlanningOptions |