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| Criterion |  Decision Making Radar |  Operations ALPEN Method |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 10-20 min daily | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 1 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Daily Plan, Time Estimates, Review Notes | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AssessmentPortfolioCapability | PlanningTime managementProductivityOperations | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |