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| Criterion |  Decision Making Pre-Mortem |  Business Strategy Balanced Scorecard |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Low | High | Low | Low |
Timedifferent | 20–45 min | Halber Tag bis mehrere Wochen | 30-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Balanced Scorecard, Strategic Measures, Initiative Map | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyMetricsExecution | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery |