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| Criterion |  Decision Making Pre-Mortem |  Operations Weekly Review |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium |
Timedifferent | 20–45 min | 30-60 min | 30-90 min | 1-2 h Setup, laufend |
Participantsdifferent | Small cross-functional group | 1 | 1-6 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Updated Task System, Weekly Focus, Next Actions | Decision Tree, Option Map, Assumption List | Action Lists, Project List, Review Routine |
Tagsno overlap | RiskDecisionFailurePlanning | ProductivityExecutionPlanning | DecisionTreeOptions | ProductivityPlanningTasksExecution |