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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |  Decision Making Pre-Mortem |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 1-2 h | 20–45 min | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | Small cross-functional group | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions | Risk list, Mitigation plan, Assumption log | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation | RiskDecisionFailurePlanning | StakeholdersFacilitationAlignmentPlanning |