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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20–45 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery |