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| Criterion |  Decision Making Risk Matrix |  Operations 5 Whys |  Facilitation Decision Jam |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-60 min | 15-30 min | 60-90 min | 2-8 h |
Participantsdifferent | 3-10 | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop | Problem solvingRoot causeDecisionOperations |