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| Criterion |  Decision Making Assumption Surfacing |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | Root causeQualityOperations |