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| Criterion |  Decision Making Pre-Mortem |  Facilitation Consensus Workshop |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 20–45 min | 1-3 h | 1-4 h | 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 | Contradiction Statement, Inventive Principles, Solution Concepts | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | FacilitationConsensusWorkshopAlignment | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentPlanning |