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| Criterion |  Business Strategy GAP Analysis |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |  Decision Making Constraint 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. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20–45 min | 30-90 min |
Participantsdifferent | 2-8 | 3-12 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyAnalysisPlanning | ChangeDecisionStrategy | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |