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| Criterion |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 45-90 min | 60–90 min | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |