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| Criterion |  Decision Making Pre-Mortem |  Operations Weekly Review |  Facilitation Consensus Workshop |  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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | Low | Medium | Low |
Timedifferent | 20–45 min | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | Small cross-functional group | 1 | 5-30 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Updated Task System, Weekly Focus, Next Actions | Consensus Clusters, Theme Titles, Priority Areas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | ProductivityExecutionPlanning | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentPlanning |