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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 20–45 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-12 | Small cross-functional group | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | Systems thinkingMappingBoundariesChange | RiskDecisionFailurePlanning | DecisionTreeOptions | FailureResilienceRisk |