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| Criterion |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |  Business Strategy GAP Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 20–45 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning | StrategyAnalysisPlanning | AssumptionsRiskDecisionDiscovery |