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| Criterion |  Decision Making Decision Tree |  Facilitation Expectation Mapping |  Facilitation Six Thinking Hats |  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 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | Low | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-6 | 3-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Expectation Map, Alignment Notes, Agreements | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersTeam | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |