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| Criterion |  Decision Making Risk Matrix |  Facilitation Expectation Mapping |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 15-45 min | 60-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Expectation Map, Alignment Notes, Agreements | Venn Diagram, Overlap Notes, Differentiators | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AlignmentStakeholdersTeam | ComparisonFacilitationAlignment | StakeholdersFacilitationAlignmentGovernance |