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| Criterion |  Decision Making Risk Matrix |  Facilitation Stakeholder Salience Model |  Decision Making Assumption Surfacing |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Salience Diagram, Strategy per Class | Assumption List, Critical Assumptions, Learning Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StakeholdersFacilitationAlignmentGovernance | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentPlanning |