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| Criterion |  Decision Making Pre-Mortem |  Facilitation Storytelling |  Decision Making Assumption Surfacing |  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 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. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20–45 min | 45-120 min | 45-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Narrative Outline, Key Message, Story Arc | Assumption List, Critical Assumptions, Learning Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | CommunicationNarrativeStakeholdersFacilitation | AssumptionsRiskDecisionDiscovery | StakeholdersFacilitationAlignmentPlanning |