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| Criterion |  Operations Visual Management |  Facilitation Stakeholder Mapping |  Decision Making Trade-off Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 60–90 min | 45-120 min | 1-2 h |
Participantsdifferent | 1-20 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Stakeholder Map, Engagement Plan, Risk Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | SignalsOperationsVisual management | StakeholdersAlignmentFacilitationChange | TradeoffsDecisionCriteriaOptions | AlignmentStakeholdersStrategyFacilitation |