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| Criterion |  Decision Making Decision Tree |  Architecture Views and Beyond |  Facilitation Stakeholder Salience Model |  Facilitation Alignment 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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 Tage | 60-90 min | 1-2 h |
Participantsdifferent | 1-6 | 1-4 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Architecture Views, Cross-view Notes, Rationale | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionTreeOptions | DocumentationStakeholdersArchitecture | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |