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| Criterion |  Decision Making PERT Estimation |  Facilitation Alignment Mapping |  Decision Making Assumption Surfacing |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Alignment Map, Open Issues, Decision Questions | Assumption List, Critical Assumptions, Learning Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationUncertaintyRisk | AlignmentStakeholdersStrategyFacilitation | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentPlanning |