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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Design Thinking |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 90-180 min | 1 Tag bis mehrere Wochen | 60-90 min | 1-2 h |
Participantsdifferent | 4-12 | 4-10 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Problem Statement, Prototype, Test Learnings | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationPrototypeResearch | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |