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| Criterion |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Facilitation Consensus Workshop |  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 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 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 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 | Low | Medium | Low |
Timedifferent | 20–45 min | 30-90 min | 1-3 h | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Consensus Clusters, Theme Titles, Priority Areas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentPlanning |