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| Criterion |  Decision Making Assumption Surfacing |  Operations ABC Analysis |  Operations Fishbone Diagram |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 1-5 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |