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| Criterion |  Facilitation Power Interest Grid |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
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 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 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 | 30-60 min | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 3-6 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |