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| Criterion |  Decision Making Pre-Mortem |  Business Strategy McKinsey 7S |  Operations ALPEN Method |  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. | 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. | 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 | 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 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | 7S Assessment, Alignment Gaps, Change Actions | Daily Plan, Time Estimates, Review Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | OrganizationStrategyAlignmentChange | PlanningTime managementProductivityOperations | ChangeDecisionStrategy |