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| Criterion |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20–45 min | 1-3 h | 60–90 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionFailurePlanning | FailureResilienceRisk | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |