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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  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. | 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. | 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 | Half day | 90-180 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-12 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy |