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| Criterion |  Decision Making Risk Matrix |  Operations Causal Factor Analysis |  Product Strategy ICE Scoring |  Operations 5 Whys |
|---|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | ICE Table, Top Idea List | Root cause notes, Countermeasures |
Tagsno overlap | RiskDecisionPrioritizationAssessment | CausalityIncidentRoot causeTimeline | PrioritizationScoringGrowthDecision | Root causeIncidentLeanProblem solving |