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| Criterion |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions |