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| Criterion |  Business Strategy GAP Analysis |  Knowledge Modeling Knowledge Mapping |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-3 h | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyAnalysisPlanning | KnowledgeMappingRisk | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery |