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| Criterion |  Business Strategy Strategy Map |  Facilitation Consensus Workshop |  Decision Making Decision Rights Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 1-3 h | 90-180 min | 60-90 min |
Participantsdifferent | 4-10 | 5-30 | 4-12 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Consensus Clusters, Theme Titles, Priority Areas | Decision Rights Matrix, Agreement | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | AlignmentExecutionGoalsCausality | FacilitationConsensusWorkshopAlignment | DecisionGovernanceAlignmentResponsibility | FacilitationDecisionProblem solvingWorkshop |