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| Criterion |  Facilitation Power Interest Grid |  Decision Making OODA Loop |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 90-180 min | 60–90 min |
Participantsdifferent | 2-8 | 1-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange |