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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Decision Tree |  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. | 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 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 | Low |
Timedifferent | 90-180 min | 30-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Decision Tree, Option Map, Assumption List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionTreeOptions | StakeholdersFacilitationAlignmentPlanning |
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