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| Criterion |  Decision Making Pre-Mortem |  Decision Making Risk Matrix |  Operations Causal Factor Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20–45 min | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment | CausalityIncidentRoot causeTimeline | AssumptionsRiskDecisionDiscovery |