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| Criterion |  Decision Making Force Field Analysis |  Business Strategy GAP Analysis |  Product Discovery Assumption Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 45-60 min | 20–45 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Gap Matrix, Action Plan, Risk Notes | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ChangeDecisionStrategy | StrategyAnalysisPlanning | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |