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| Criterion |  Facilitation Power Interest Grid |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 90-180 min | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | RiskDecisionFailurePlanning |