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| Criterion |  Decision Making Risk Matrix |  Operations A3 Problem Solving |  Innovation Lean Startup |  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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium | High |
Timedifferent | 30-60 min | 45-90 min | Wochen bis Monate je Lernzyklus | 2-8 h |
Participantsdifferent | 3-10 | 2-5 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | Problem solvingRoot causeDecisionOperations |