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| Criterion |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 20–45 min | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange |