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| Criterion |  Product Strategy Impact Mapping |  Decision Making Option Framing |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 45-120 min | 60–90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | OptionsDecision framingStrategyComparison | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |