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| Criterion |  Decision Making Pre-Mortem |  Business Strategy McKinsey 7S |  Operations ALPEN Method |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Medium | Low | Low |
Timedifferent | 20–45 min | 2-4 h | 10-20 min daily | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-12 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | 7S Assessment, Alignment Gaps, Change Actions | Daily Plan, Time Estimates, Review Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | OrganizationStrategyAlignmentChange | PlanningTime managementProductivityOperations | AssumptionsRiskDecisionDiscovery |