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| Criterion |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 20–45 min | 1-2 h |
Participantsdifferent | 2-8 | 2-8 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation |