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| Criterion |  Facilitation Timeline |  Decision Making Red Teaming |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 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 | Low | High | Medium | Medium |
Timedifferent | 30-90 min | 1-4 h | 60-90 min | 90-180 min |
Participantsdifferent | 2-12 | 3-8 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Challenge Findings, Risk Register, Mitigation Plan | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | TimelineFacilitationSequence | RiskDecisionSensemaking | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |