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| Criterion |  Decision Making Pre-Mortem |  Operations Change Analysis |  Operations 5 Whys |  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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | Low | High |
Timedifferent | 20–45 min | 45-120 min | 15-30 min | 2-8 h |
Participantsdifferent | Small cross-functional group | 2-6 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |