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| Criterion |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 20–45 min | 90-180 min | 45-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery |