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| Criterion |  Decision Making Radar |  Facilitation Decision Jam |  Decision Making DACI |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 60-90 min | 30-60 min | 60-90 min |
Participantsdifferent | 2-10 | 4-10 | 2-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Problem Cluster, Prioritized Challenge, Experiment | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | AssessmentPortfolioCapability | FacilitationDecisionProblem solvingWorkshop | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance |