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| Criterion |  Facilitation Timeline |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | 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 | 30-90 min | 30-60 min | 20–45 min | 60-90 min |
Participantsdifferent | 2-12 | 2-8 | Small cross-functional group | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Salience Diagram, Strategy per Class |
Tagsno overlap | TimelineFacilitationSequence | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | StakeholdersFacilitationAlignmentGovernance |