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| Criterion |  Decision Making Pre-Mortem |  Delivery Communication Plan |  Facilitation Stakeholder Mapping |  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 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. | 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 | 60–90 min | 45-120 min |
Participantsdifferent | Small cross-functional group | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Communication Plan, Channel Matrix, Message Cadence | Stakeholder Map, Engagement Plan, Risk Notes | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | RiskDecisionFailurePlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersAlignmentFacilitationChange | CommunicationNarrativeStakeholdersFacilitation |