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| Criterion |  Business Strategy GAP Analysis |  Decision Making Decision Matrix |  Decision Making Pre-Mortem |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 20–45 min | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Risk list, Mitigation plan, Assumption log | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | StrategyAnalysisPlanning | DecisionCriteriaScoringTradeoffs | RiskDecisionFailurePlanning | TradeoffsDecisionCriteriaOptions |