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| Criterion |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 20–45 min | 45-90 min | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | Small cross-functional group | 2-8 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |