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| Criterion |  Decision Making Pre-Mortem |  Operations Weekly Review |  Decision Making Assumption Surfacing |  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. | 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. | 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. | 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 | 30-60 min | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | Small cross-functional group | 1 | 2-8 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Updated Task System, Weekly Focus, Next Actions | Assumption List, Critical Assumptions, Learning Plan | Action Lists, Project List, Review Routine |
Tagsno overlap | RiskDecisionFailurePlanning | ProductivityExecutionPlanning | AssumptionsRiskDecisionDiscovery | ProductivityPlanningTasksExecution |