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| Criterion |  Operations RACI Matrix |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 60-90 min | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | RolesResponsibilityGovernanceOperations | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |