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| Criterion |  Facilitation Power Interest Grid |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-90 min | 60-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentGovernance |