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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Six Thinking Hats |  Decision Making Pre-Mortem |  Product Discovery Assumption 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 20–45 min | 45-60 min |
Participantsdifferent | 2-8 | 4-12 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Perspective Notes, Decision Inputs, Action Items | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | FacilitationOptionsDecision | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation |