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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |
|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-3 h |
Participantssame | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning |
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