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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Constraint Analysis |  Decision Making OODA Loop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Medium | Low |
Timedifferent | 60–90 min | 30-90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning |