View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Causal Loop Diagram |  Decision Making Assumption Surfacing |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 20–45 min | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Causal Loop Diagram, Feedback Notes, Leverage Points | Assumption List, Critical Assumptions, Learning Plan | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | RiskDecisionFailurePlanning | FeedbackSystems thinkingCausalityDynamics | AssumptionsRiskDecisionDiscovery | DynamicsSimulationFeedbackSystems thinking |