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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking System Dynamics Simulation |  Decision Making Assumption Surfacing |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | Mehrere Tage bis Wochen | 45-90 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Simulation Model, Scenario Reports | Assumption List, Critical Assumptions, Learning Plan | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingDynamicsSimulationAnalysis | AssumptionsRiskDecisionDiscovery | FeedbackSystems thinkingCausalityDynamics |