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| Criterion |  Decision Making Risk Matrix |  Business Strategy McKinsey 7S |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | Medium | Low |
Timedifferent | 30-60 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | 7S Assessment, Alignment Gaps, Change Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | OrganizationStrategyAlignmentChange | AssumptionsRiskDecisionDiscovery |
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