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| Criterion |  Operations RACI Matrix |  Facilitation Mind Mapping |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 15-45 min | 90-180 min | 60-90 min |
Participantsdifferent | 2-8 | 1-10 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Mind Map, Topic Clusters, Open Questions | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | RolesResponsibilityGovernanceOperations | BrainstormingIdeasMappingStructureFacilitation | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |