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| Criterion |  Operations Ivy Lee Method |  Decision Making Assumption Surfacing |  Decision Making Force Field Analysis |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 5-10 min daily | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 1 | 2-8 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Priority List, Completion Notes | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes | Risk Matrix, Top Risk List |
Tagsno overlap | PrioritizationProductivityExecution | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy | RiskDecisionPrioritizationAssessment |