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| Criterion |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Facilitation Stakeholder 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | Medium | Low |
Timedifferent | 20–45 min | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | StakeholdersAlignmentFacilitationChange |