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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Facilitation Stakeholder Mapping |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 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 | High | Low | Medium |
Timedifferent | 20–45 min | Half day | 60–90 min | 1-2 h |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |