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| Criterion |  Facilitation Power Interest Grid |  Business Strategy GAP Analysis |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 20–45 min | 60–90 min |
Participantsdifferent | 2-8 | 2-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Gap Matrix, Action Plan, Risk Notes | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StrategyAnalysisPlanning | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange |