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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Decision Jam |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 45-90 min | 60-90 min | Half day | Half day |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Problem Cluster, Prioritized Challenge, Experiment | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | FacilitationDecisionProblem solvingWorkshop | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |