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| Criterion |  Decision Making Pre-Mortem |  Decision Making Force Field Analysis |  Business Strategy Value Chain 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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Low | High |
Timedifferent | 20–45 min | 45-90 min | Half day |
Participantsdifferent | Small cross-functional group | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |
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