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| Criterion |  Decision Making Risk Matrix |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  Decision Making Decision Rights 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. | 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 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. | 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 | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 60-90 min | 30-60 min | 90-180 min |
Participantsdifferent | 3-10 | 3-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | Decision Rights Matrix, Agreement |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | DecisionGovernanceAlignmentResponsibility |