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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Business Strategy GAP Analysis |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 30-90 min | 1-2 h | 1-3 h |
Participantsdifferent | Small cross-functional group | 1-6 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionTreeOptions | StrategyAnalysisOptions | StrategyAnalysisPlanning |