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| Criterion |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |  Facilitation Storytelling |  Facilitation Alignment 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. | 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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20–45 min | 60–90 min | 45-120 min | 1-2 h |
Participantsdifferent | Small cross-functional group | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes | Narrative Outline, Key Message, Story Arc | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange | CommunicationNarrativeStakeholdersFacilitation | AlignmentStakeholdersStrategyFacilitation |