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| Criterion |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |  Decision Making Assumption Surfacing |  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. | 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. | 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 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 | Low | Low | Medium |
Timedifferent | 20–45 min | 60–90 min | 45-90 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentGovernance |