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| Criterion |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |  Facilitation Storytelling |  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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 | 45-120 min | 60–90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange |