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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy SWOT Analysis |  Decision Making Force Field Analysis |  Business Strategy PESTLE 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | SWOT matrix, Strategic options, Action list | Force Field Map, Change Levers, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyAnalysisMarketPositioning | ChangeDecisionStrategy | StrategyMarketAnalysis |