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| Criterion |  Decision Making Decision Tree |  Knowledge Modeling Feynman Technique |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 20-60 min | 20–45 min | 1-3 h |
Participantsdifferent | 1-6 | 1 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Plain-language Explanation, Knowledge Gaps, Study Notes | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | DecisionTreeOptions | LearningKnowledgeUnderstanding | RiskDecisionFailurePlanning | FailureResilienceRisk |