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| Criterion |  Decision Making Red Teaming |  Facilitation Consensus Workshop |  Decision Making DACI |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 1-3 h | 30-60 min | 60-90 min |
Participantsdifferent | 3-8 | 5-30 | 2-10 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Consensus Clusters, Theme Titles, Priority Areas | DACI Matrix, Decision Owner, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionSensemaking | FacilitationConsensusWorkshopAlignment | DecisionRolesGovernanceAlignment | StakeholdersFacilitationAlignmentGovernance |