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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 20-60 min | 90-180 min | 30-60 min | 1-2 h |
Participantsdifferent | 1 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |