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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-60 min | 90-180 min | 30-60 min | 60–90 min |
Participantsdifferent | 1 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |