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| Criterion |  Engineering Failure Scenario Analysis |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |  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. | 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. | 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 | High | Low | Low |
Timedifferent | 1-3 h | Half day | 45-90 min | 20–45 min |
Participantsdifferent | 3-8 | 3-8 | 3-12 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy | RiskDecisionFailurePlanning |