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| Criterion |  Engineering Failure Scenario Analysis |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | Half day | 30-60 min | 20–45 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning |