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| Criterion |  Decision Making Risk Matrix |  Business Strategy GAP Analysis |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 20–45 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Gap Matrix, Action Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyAnalysisPlanning | ChangeDecisionStrategy | RiskDecisionFailurePlanning |