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| Criterion |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 20-45 min | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersTeam |