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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  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 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. | 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 | 60–90 min | 1-2 h |
Participantsdifferent | 1 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |