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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Option Framing |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 45-120 min | Half day | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | OptionsDecision framingStrategyComparison | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions |