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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Soft Systems Methodology |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 0.5-3 Tage | 20–45 min | 1-3 h |
Participantsdifferent | 2-8 | 5-15 | Small cross-functional group | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StrategyAnalysisPlanning | Soft systemsComplexitySensemakingSystems thinking | RiskDecisionFailurePlanning | SensemakingDecisionRationale |