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| Criterion |  Operations Getting Things Done |  Operations Kepner-Tregoe |  Decision Making Pre-Mortem |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 2-8 h | 20–45 min | 15-30 min |
Participantsdifferent | 1 | 2-8 | Small cross-functional group | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Problem Analysis, Decision Analysis, Risk Plan | Risk list, Mitigation plan, Assumption log | Root cause notes, Countermeasures |
Tagsno overlap | ProductivityPlanningTasksExecution | Problem solvingRoot causeDecisionOperations | RiskDecisionFailurePlanning | Root causeIncidentLeanProblem solving |