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| Criterion |  Decision Making Decision Matrix |  Decision Making Assumption Surfacing |  Systems Thinking Future Reality Tree |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Medium | Low | High | Low |
Timedifferent | 45-90 min | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery | Theory of ConstraintsSystems thinkingChange | StrategyDecisionAssumptionsHypothesis |