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| Criterion |  Decision Making Pre-Mortem |  Team Design Team API |  Facilitation Power Interest Grid |  Facilitation Expectation 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 expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | Half day initial, dann laufend | 30-60 min | 45-90 min |
Participantsdifferent | Small cross-functional group | Ein Team plus Stakeholder | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Team API Document | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | RiskDecisionFailurePlanning | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam |