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| Criterion |  Facilitation Mind Mapping |  Decision Making Decision Matrix |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 1-10 | 2-8 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Decision Matrix, Scoring Rationale, Selected Option | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | DecisionCriteriaScoringTradeoffs | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |