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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Assumption Surfacing |  Decision Making Force Field Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 20-60 min | 45-90 min | 45-90 min | Half day |
Participantsdifferent | 1 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | LearningKnowledgeUnderstanding | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy | StrategyBusiness modelRiskDiagnosis |