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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Decision Matrix |  Business Strategy Value Chain Analysis |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 45-90 min | Half day | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option | Value Chain Map, Lever List | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs | StrategyBusiness modelDiagnosisAnalysis | TradeoffsDecisionCriteriaOptions |