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| Criterion |  Decision Making Assumption Surfacing |  Operations Kepner-Tregoe |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-90 min | 2-8 h | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Problem Analysis, Decision Analysis, Risk Plan | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | Problem solvingRoot causeDecisionOperations | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |