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| Criterion |  Facilitation Delegation Poker |  Decision Making RAPID |  Facilitation Alignment Mapping |  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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 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 | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 60-90 min |
Participantsdifferent | 3-10 | 3-12 | 4-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | AutonomyRolesTeam | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |