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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | Low | Medium | Low | High |
Timedifferent | 20–45 min | 30-90 min | 45-90 min | Half day |
Participantsdifferent | Small cross-functional group | 1-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionTreeOptions | ChangeDecisionStrategy | StrategyBusiness modelRiskDiagnosis |