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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 60–90 min | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |