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| Criterion |  Decision Making Pre-Mortem |  Operations A3 Problem Solving |  Product Discovery Assumption Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Medium | High |
Timedifferent | 20–45 min | 45-90 min | 45-60 min | 2-8 h |
Participantsdifferent | Small cross-functional group | 2-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | A3 Report, Action Plan, Root Cause Analysis | Assumption map, Test backlog, Risk ranking | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionFailurePlanning | LeanProblem solvingCoachingOperations | AssumptionsRiskExperimentsValidation | Problem solvingRoot causeDecisionOperations |