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| Criterion |  Decision Making DACI |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | 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. | 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 | High | Medium |
Timedifferent | 30-60 min | 45-90 min | Half day | 90-180 min |
Participantsdifferent | 2-10 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | DecisionGovernanceAlignmentResponsibility |