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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  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. | 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | Low | Medium | Low |
Timedifferent | 90-180 min | 20–45 min | 1-3 h | 30-60 min |
Participantsdifferent | 4-12 | Small cross-functional group | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RiskDecisionFailurePlanning | FailureResilienceRisk | StakeholdersFacilitationAlignmentPlanning |