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| Criterion |  Product Strategy Impact Mapping |  Knowledge Modeling Concept Mapping |  Knowledge Modeling Knowledge Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h | 1-3 h | 20–45 min |
Participantsdifferent | 3-8 | 1-8 | 3-12 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Concept Map, Relationship Labels, Knowledge Gaps | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | KnowledgeConceptsMappingSensemaking | KnowledgeMappingRisk | RiskDecisionFailurePlanning |