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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Rights Mapping |  Engineering Failure Scenario 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. | 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | Medium | Low |
Timedifferent | 20–45 min | 90-180 min | 1-3 h | 30-60 min |
Participantsdifferent | Small cross-functional group | 4-12 | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Rights Matrix, Agreement | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionGovernanceAlignmentResponsibility | FailureResilienceRisk | StakeholdersFacilitationAlignmentPlanning |