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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 45-90 min | Half day | 20–45 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | ChangeDecisionStrategy | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning |