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| Criterion |  Decision Making Trade-off Analysis |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-120 min | 1-2 h | 30-60 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | ConstraintsDecisionPlanningOptions |