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| Criterion |  Facilitation Expectation Mapping |  Decision Making Constraint Analysis |  Decision Making RAPID |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 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 | 30-90 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersTeam | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | StakeholdersFacilitationAlignmentGovernance |