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| Criterion |  Decision Making Radar |  Facilitation Stakeholder Mapping |  Operations Change Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 60–90 min | 45-120 min | 1-2 h |
Participantsdifferent | 2-10 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Stakeholder Map, Engagement Plan, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AssessmentPortfolioCapability | StakeholdersAlignmentFacilitationChange | ChangeRoot causeTroubleshootingComparison | AlignmentStakeholdersStrategyFacilitation |