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| Criterion |  Decision Making Decision Tree |  Engineering Failure Scenario Analysis |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 1-6 | 3-8 | 3-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | FailureResilienceRisk | ChangeDecisionStrategy | RiskDecisionFailurePlanning |