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| Criterion |  Knowledge Modeling Knowledge Mapping |  Facilitation Delegation Poker |  Decision Making DACI |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Delegation Board, Decision Boundaries, Role Agreements | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | KnowledgeMappingRisk | AutonomyRolesTeam | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery |