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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Pre-Mortem |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | Medium | Medium |
Timedifferent | 60–90 min | 20–45 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | Small cross-functional group | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Risk list, Mitigation plan, Assumption log | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | RiskDecisionFailurePlanning | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation |