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| Criterion |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Operations Fishbone Diagram |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 1-6 |
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 | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |