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| Criterion |  Decision Making Option Framing |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 45-120 min | 45-90 min | Half day | Half day |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | OptionsDecision framingStrategyComparison | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | StrategyBusiness modelRiskDiagnosis |