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| Criterion |  Decision Making Risk Matrix |  Operations Fault Tree Analysis |  Decision Making Pareto Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Pareto Chart, Top Causes, Focus List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RiskRoot causeSafety | PrioritizationQualityFocusRoot cause | AssumptionsRiskDecisionDiscovery |