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| Criterion |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 30-90 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | Small cross-functional group | 2-8 | 1 | 1 |
Formatdifferent | Workshop | Workshop + async | Async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tags1 shared | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |