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| Criterion |  Decision Making Risk Matrix |  Facilitation Expectation Mapping |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 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 | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 20–45 min | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Expectation Map, Alignment Notes, Agreements | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AlignmentStakeholdersTeam | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation |