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| Criterion |  Operations Visual Management |  Operations Weekly Review |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 45-90 min | 20–45 min |
Participantsdifferent | 1-20 | 1 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Updated Task System, Weekly Focus, Next Actions | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | SignalsOperationsVisual management | ProductivityExecutionPlanning | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |