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| Criterion |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |  Product Strategy OKRs |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-2 h | 1-2 h Setup | 45-90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 2-20 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions | OKR set, Measurement plan, Review cadence | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation | GoalsAlignmentOutcomesMeasurement | OutcomesStrategyBehaviorPlanning |