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| Criterion |  Business Strategy TOWS Matrix |  Facilitation 3-Circle Venn Diagram |  Operations Change Analysis |  Decision Making Option Framing |
|---|---|---|---|---|
Purposedifferent | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 15-45 min | 45-120 min | 45-120 min |
Participantsdifferent | 3-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | TOWS Matrix, Strategic Options, Priority Actions | Venn Diagram, Overlap Notes, Differentiators | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | StrategyAnalysisOptions | ComparisonFacilitationAlignment | ChangeRoot causeTroubleshootingComparison | OptionsDecision framingStrategyComparison |