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| Criterion |  Decision Making Pre-Mortem |  Knowledge Modeling IBIS |  Business Strategy VRIO Framework |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-3 h | 90-180 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 2-8 | 3-6 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Issue Map, Positions, Argument Notes | VRIO Table, Strategic Actions | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | RiskDecisionFailurePlanning | RationaleKnowledgeDecision | StrategyDiagnosisBusiness modelCapability | SensemakingDecisionRationale |