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| Criterion |  Decision Making PERT Estimation |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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 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 | Medium | Low | High |
Timedifferent | 15-45 min | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-8 | 2-5 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationUncertaintyRisk | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | Problem solvingRoot causeDecisionOperations |