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| Criterion |  Delivery Communication Plan |  Facilitation Storytelling |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 45-120 min | 20–45 min | 45-90 min |
Participantsdifferent | 2-6 | 1-6 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |