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| Criterion |  Decision Making Risk Matrix |  Operations Weekly Review |  Decision Making Pre-Mortem |  Operations Getting Things Done |
|---|---|---|---|---|
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 a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 30-60 min | 20–45 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-10 | 1 | Small cross-functional group | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Risk Matrix, Top Risk List | Updated Task System, Weekly Focus, Next Actions | Risk list, Mitigation plan, Assumption log | Action Lists, Project List, Review Routine |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ProductivityExecutionPlanning | RiskDecisionFailurePlanning | ProductivityPlanningTasksExecution |