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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Strategy Execution Loop |  Decision Making Decision Rights Mapping |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min | 45-60 min |
Participantsdifferent | 2-8 | 5-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Execution Loop, Review Cadence, Strategic Learning Log | Decision Rights Matrix, Agreement | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ExecutionCadenceLearningGovernance | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskExperimentsValidation |