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| Criterion |  Decision Making Pre-Mortem |  Operations ALPEN Method |  Facilitation Alignment Mapping |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | Low | Medium | Low |
Timedifferent | 20–45 min | 10-20 min daily | 1-2 h | 60–90 min |
Participantsdifferent | Small cross-functional group | 1 | 4-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Daily Plan, Time Estimates, Review Notes | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | PlanningTime managementProductivityOperations | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |