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| Criterion |  Decision Making Decision Rights Mapping |  Product Strategy DIBB |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 1-2 h | 60-90 min | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | DIBB document, Belief list, Bet list, Learning report | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StrategyDecisionAssumptionsHypothesis | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |