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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Argument Mapping |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Argument Map, Evidence Gaps, Decision Rationale | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | SensemakingDecisionRationale | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentGovernance |