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| Criterion |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |  Facilitation Dot Voting |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 60–90 min | 5-15 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-20 | 5-30 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes | Ranked list, Consensus signal, Shortlist | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange | FacilitationVotingConsensusPrioritization | FacilitationConsensusWorkshopAlignment |