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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Force Field Analysis |  Operations ALPEN Method |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 10-20 min daily | 20–45 min |
Participantsdifferent | 2-8 | 3-12 | 1 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes | Daily Plan, Time Estimates, Review Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy | PlanningTime managementProductivityOperations | RiskDecisionFailurePlanning |