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| Criterion |  Decision Making Risk Matrix |  Facilitation Stakeholder Mapping |  Decision Making Pre-Mortem |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 60–90 min | 20–45 min | 60-90 min |
Participantsdifferent | 3-10 | 2-8 | Small cross-functional group | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Stakeholder Map, Engagement Plan, Risk Notes | Risk list, Mitigation plan, Assumption log | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StakeholdersAlignmentFacilitationChange | RiskDecisionFailurePlanning | StakeholdersFacilitationAlignmentGovernance |