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| Criterion |  Facilitation Storytelling |  Decision Making Assumption Surfacing |  Delivery Communication Plan |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Low | Low |
Timedifferent | 45-120 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | Assumption List, Critical Assumptions, Learning Plan | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | AssumptionsRiskDecisionDiscovery | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |