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| Criterion |  Decision Making Assumption Surfacing |  Operations ABC Analysis |  Decision Making Pareto Analysis |  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. | 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. | 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 | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 1-5 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | Risk Matrix, Top Risk List |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | RiskDecisionPrioritizationAssessment |