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| Criterion |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 30-60 min | 20–45 min |
Participantsdifferent | 3-8 | 3-12 | 3-10 | Small cross-functional group |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning |