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| Criterion |  Decision Making Trade-off Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 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 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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 30-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | TradeoffsDecisionCriteriaOptions | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision |