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| Criterion |  Decision Making Trade-off Analysis |  Facilitation Expectation Mapping |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Expectation Map, Alignment Notes, Agreements | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersTeam | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning |