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| Criterion |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  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. | 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 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 | High | Medium |
Timedifferent | 30-60 min | Half day | 60-90 min |
Participantsdifferent | 3-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Value Chain Map, Lever List | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentGovernance |
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