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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning |