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| Criterion |  Decision Making Radar |  Engineering Failure Scenario Analysis |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AssessmentPortfolioCapability | FailureResilienceRisk | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |