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| Criterion |  Decision Making Assumption Surfacing |  Operations Accountability Ladder |  Decision Making Decision Tree |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-45 min | 30-90 min | 90-180 min |
Participantsdifferent | 2-8 | 1-8 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Ownership Reflection, Action Commitment, Coaching Notes | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ResponsibilityLeadershipTeam | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility |