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| Criterion |  Decision Making Risk Matrix |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 30-90 min | 45-90 min | 20–45 min |
Participantsdifferent | 3-10 | 2-8 | 4-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items | Risk list, Mitigation plan, Assumption log |
Tags1 shared | RiskDecisionPrioritizationAssessment | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision | RiskDecisionFailurePlanning |