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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Scenario Planning |  Facilitation Stakeholder 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. |
Complexitydifferent | Low | High | Low |
Timedifferent | 20–45 min | 0.5-2 Tage | 60–90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Scenario Set, Strategic Implications, Robust Options | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyUncertaintyPlanning | StakeholdersAlignmentFacilitationChange |
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