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| Criterion |  Business Strategy GAP Analysis |  Facilitation Stakeholder Salience Model |  Decision Making Constraint Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-90 min | 30-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-6 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Salience Diagram, Strategy per Class | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentGovernance | ConstraintsDecisionPlanningOptions | DecisionRolesGovernanceAlignment |