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| Criterion |  Operations Scatter Diagram |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-4 | 3-10 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | PrioritizationQualityFocusRoot cause |