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| Criterion |  Facilitation Power Interest Grid |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 60-90 min | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Assumption List, Critical Assumptions, Learning Plan | Salience Diagram, Strategy per Class | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentGovernance | RiskDecisionFailurePlanning |