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| Criterion |  Decision Making Risk Matrix |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 30-60 min | 60-90 min | 20–45 min |
Participantsdifferent | 3-10 | 2-8 | 3-6 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | RiskDecisionFailurePlanning |