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| Criterion |  Decision Making Decision Tree |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 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 | Medium | Low | Medium |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | StrategyAnalysisOptions |