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| Criterion |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 1-2 h | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation | RiskDecisionFailurePlanning |