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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 90-180 min | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning | FacilitationOptionsDecision |