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| Criterion |  Operations Process Mapping |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min | 60-90 min | 45-90 min |
Participantsdifferent | 3-10 | 4-12 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | RolesResponsibilityGovernanceOperations |