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| Criterion |  Decision Making Decision Rights Mapping |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 90-180 min | Half day | 60-90 min |
Participantsdifferent | 4-12 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Value Chain Map, Lever List | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance |
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