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| Criterion |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-6 | 2-8 | 2-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |