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| Criterion |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Medium | Low | High | Medium |
Timedifferent | 30-90 min | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 1-6 | 2-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | StrategyAnalysisOptions |