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| Criterion |  Decision Making Decision Rights Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Concept Map, Relationship Labels, Knowledge Gaps | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | KnowledgeConceptsMappingSensemaking | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |