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| Criterion |  Decision Making Red Teaming |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 60-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-8 | 3-6 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionSensemaking | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | DecisionRolesGovernanceAlignment |