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| Criterion |  Decision Making Risk Matrix |  Operations Ivy Lee Method |  Business Strategy Balanced Scorecard |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Low | High | Low |
Timedifferent | 30-60 min | 5-10 min daily | Halber Tag bis mehrere Wochen | 45-90 min |
Participantsdifferent | 3-10 | 1 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Daily Priority List, Completion Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | PrioritizationProductivityExecution | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery |