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| Criterion |  Decision Making Decision Rights Mapping |  Operations ABC Analysis |  Facilitation Alignment Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 30-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 4-12 | 1-5 | 4-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | ABC Classification, Focus Rules, Control List | Alignment Map, Open Issues, Decision Questions | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | PrioritizationOperationsPortfolio | AlignmentStakeholdersStrategyFacilitation | RolesResponsibilityGovernanceOperations |