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| Criterion |  Decision Making Pre-Mortem |  Facilitation Expectation Mapping |  Decision Making Assumption Surfacing |  Facilitation Alignment 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Expectation Map, Alignment Notes, Agreements | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersTeam | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation |