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| Criterion |  Decision Making Risk Matrix |  Decision Making Decision Rights Mapping |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 90-180 min | Half day | 1-2 h |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Decision Rights Matrix, Agreement | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DecisionGovernanceAlignmentResponsibility | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |