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| Criterion |  Product Strategy Impact Mapping |  Facilitation Alignment Mapping |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h | 20–45 min | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Alignment Map, Open Issues, Decision Questions | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentStakeholdersStrategyFacilitation | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange |