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| Criterion |  Decision Making Decision Rights Mapping |  Innovation TRIZ |  Facilitation Alignment Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min | 1-4 h | 1-2 h | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 4-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts | Alignment Map, Open Issues, Decision Questions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity | AlignmentStakeholdersStrategyFacilitation | FacilitationDecisionProblem solvingWorkshop |