View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Radar |  Facilitation Stakeholder Salience Model |  Business Strategy Ansoff Matrix |  Facilitation Stakeholder 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 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 60-90 min | 45-90 min | 60–90 min |
Participantsdifferent | 2-10 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Salience Diagram, Strategy per Class | Ansoff Matrix, Growth Options, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | StakeholdersFacilitationAlignmentGovernance | GrowthStrategyMarketPortfolio | StakeholdersAlignmentFacilitationChange |