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| Criterion |  Decision Making Pre-Mortem |  Delivery Communication Plan |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights 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 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20–45 min | 45-90 min | 60-90 min | 90-180 min |
Participantsdifferent | Small cross-functional group | 2-6 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | RiskDecisionFailurePlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |