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| Criterion |  Facilitation Power Interest Grid |  Decision Making Decision Matrix |  Facilitation Alignment Mapping |  Decision Making Trade-off 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 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 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 45-90 min | 1-2 h | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Decision Matrix, Scoring Rationale, Selected Option | Alignment Map, Open Issues, Decision Questions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | DecisionCriteriaScoringTradeoffs | AlignmentStakeholdersStrategyFacilitation | TradeoffsDecisionCriteriaOptions |