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| Criterion |  Business Strategy Strategy Map |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Mapping |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 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 a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 60–90 min | 60-120 min |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Assumption List, Critical Assumptions, Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | AssumptionsRiskDecisionDiscovery | StakeholdersAlignmentFacilitationChange | FacilitationAlignmentDiscovery |