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| Criterion |  Decision Making Risk Matrix |  Decision Making Force Field Analysis |  Operations ABC 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Force Field Map, Change Levers, Risk Notes | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeDecisionStrategy | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery |