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| Criterion |  Agile Ideal Days |  Facilitation Decision Jam |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 |
Timedifferent | 15-60 min | 60-90 min | 60-90 min |
Participantsdifferent | 2-9 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Problem Cluster, Prioritized Challenge, Experiment | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationEffortAgile | FacilitationDecisionProblem solvingWorkshop | StakeholdersFacilitationAlignmentGovernance |
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