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| Criterion |  Decision Making Red Teaming |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h | 60–90 min | 60-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | RiskDecisionSensemaking | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |