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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Intervention Mapping |  Business Strategy VRIO Framework |  Decision Making Force Field 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20–45 min | 1-5 Tage | 90-180 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeSystems thinkingCapability | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy |