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| Criterion |  Decision Making Trade-off Analysis |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-2 h | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-6 | 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 | Salience Diagram, Strategy per Class | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | DecisionCriteriaScoringTradeoffs |