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| Criterion |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Decision Making Risk Matrix |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Medium | Low | Low |
Timedifferent | 30-90 min | 1-2 h | 30-60 min | 60–90 min |
Participantsdifferent | 1-6 | 4-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | Risk Matrix, Top Risk List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | RiskDecisionPrioritizationAssessment | StakeholdersAlignmentFacilitationChange |