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| Criterion |  Decision Making Assumption Surfacing |  Operations ABC Analysis |  Operations 5 Whys |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | 1-5 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures | Risk Matrix, Top Risk List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving | RiskDecisionPrioritizationAssessment |