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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  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. | 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. | 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. | 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 | High | Low |
Timedifferent | 20–45 min | 90-180 min | Half day | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-6 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | ChangeDecisionStrategy |