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| Criterion |  Decision Making Pre-Mortem |  Delivery Communication Plan |  Facilitation Power Interest Grid |  Facilitation Storytelling |
|---|---|---|---|---|
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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 45-90 min | 30-60 min | 45-120 min |
Participantsdifferent | Small cross-functional group | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | RiskDecisionFailurePlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning | CommunicationNarrativeStakeholdersFacilitation |