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| Criterion |  Decision Making Risk Matrix |  Innovation Lean Startup |  Operations Kepner-Tregoe |
|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 2-8 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanStartupValidationMVP | Problem solvingRoot causeDecisionOperations |
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