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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Decision Making Constraint 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | High | Low | High |
Timedifferent | 20–45 min | Half day | 30-90 min | Half day |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | ConstraintsDecisionPlanningOptions | StrategyBusiness modelRiskDiagnosis |