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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy VRIO Framework |  Decision Making Trade-off Analysis |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | Medium | High |
Timedifferent | 45-90 min | 90-180 min | 45-120 min | Half day |
Participantsdifferent | 2-8 | 3-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | VRIO Table, Strategic Actions | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Value Chain Map, Lever List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyDiagnosisBusiness modelCapability | TradeoffsDecisionCriteriaOptions | StrategyBusiness modelDiagnosisAnalysis |