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| Criterion |  Architecture Risk Storming |  Decision Making Risk Matrix |  Operations 5 Whys |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 60-90 min | 30-60 min | 15-30 min | 60-90 min |
Participantsdifferent | 4-12 | 3-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Annotated Diagram, Prioritized Risk List, Action Backlog | Risk Matrix, Top Risk List | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskArchitectureWorkshopValidation | RiskDecisionPrioritizationAssessment | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop |