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| Criterion |  Decision Making Pre-Mortem |  Operations Weekly Review |  Facilitation Decision Jam |  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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 1 | 4-10 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Updated Task System, Weekly Focus, Next Actions | Problem Cluster, Prioritized Challenge, Experiment | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | ProductivityExecutionPlanning | FacilitationDecisionProblem solvingWorkshop | AssumptionsRiskDecisionDiscovery |