View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 1-6 | 4-12 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance |