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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |  Decision Making Constraint Analysis |  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. | 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 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 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 | Low | Low | Medium |
Timedifferent | 90-180 min | 30-60 min | 30-90 min | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning | ConstraintsDecisionPlanningOptions | AlignmentStakeholdersStrategyFacilitation |