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| Criterion |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |  Facilitation Dot Voting |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 60–90 min | 5-15 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 3-20 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes | Ranked list, Consensus signal, Shortlist | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange | FacilitationVotingConsensusPrioritization | StakeholdersFacilitationAlignmentPlanning |