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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Decision Tree |  Facilitation Expectation Mapping |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 90-180 min | 30-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 4-12 | 1-6 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Decision Tree, Option Map, Assumption List | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionTreeOptions | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |