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| Criterion |  Decision Making Assumption Surfacing |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Product Strategy DIBB |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 60–90 min | 2-4 h | 1-2 h |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | StrategyDecisionAssumptionsHypothesis |