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| Criterion |  Decision Making Pre-Mortem |  Operations Eat the Frog |  Decision Making Risk Matrix |  Operations Weekly Review |
|---|---|---|---|---|
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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 15-90 min daily | 30-60 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 1 | 3-10 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Priority Task, Completion Note, Daily Focus | Risk Matrix, Top Risk List | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationProductivityFocusExecution | RiskDecisionPrioritizationAssessment | ProductivityExecutionPlanning |