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| Criterion |  Decision Making Pareto Analysis |  Decision Making Assumption Surfacing |  Operations Failure Mode and Effects Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Low | Low | High | High |
Timedifferent | 30-60 min | 45-90 min | 2-6 h | 2-8 h |
Participantsdifferent | 1-6 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Assumption List, Critical Assumptions, Learning Plan | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | PrioritizationQualityFocusRoot cause | AssumptionsRiskDecisionDiscovery | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations |