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| Criterion |  Decision Making Risk Matrix |  Business Strategy VRIO Framework |  Facilitation Power Interest Grid |  Facilitation Stakeholder 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 90-180 min | 30-60 min | 60–90 min |
Participantsdifferent | 3-10 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | VRIO Table, Strategic Actions | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyDiagnosisBusiness modelCapability | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |