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| Criterion |  Knowledge Modeling Knowledge Mapping |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | 90-180 min | 30-60 min | 20–45 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | KnowledgeMappingRisk | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning |