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| Criterion |  Facilitation Stakeholder Salience Model |  Decision Making OODA Loop |  Decision Making DACI |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 15-60 min je Zyklus | 30-60 min | 90-180 min |
Participantsdifferent | 3-6 | 1-8 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |