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| Criterion |  Facilitation Delegation Poker |  Decision Making DACI |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-10 | 2-10 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | DACI Matrix, Decision Owner, Decision Log | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Salience Diagram, Strategy per Class |
Tagsno overlap | AutonomyRolesTeam | DecisionRolesGovernanceAlignment | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentGovernance |