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| Criterion |  Decision Making Pre-Mortem |  Facilitation Consensus Workshop |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20–45 min | 1-3 h | 30-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 5-30 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Consensus Clusters, Theme Titles, Priority Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | FacilitationConsensusWorkshopAlignment | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning |