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| Criterion |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Operations Fishbone Diagram |  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. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 45-90 min | 30-60 min | 2-8 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | Fishbone Diagram, Cause Categories, Investigation Backlog | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | Root causeQualityOperations | Problem solvingRoot causeDecisionOperations |