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| Criterion |  Decision Making Eisenhower Matrix |  Operations Change Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min | 45-120 min | 30-60 min | 1-2 h |
Participantsdifferent | 1-6 | 2-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PrioritizationFocusTasks | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |