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| Criterion |  Decision Making Decision Matrix |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 45-120 min |
Participantsdifferent | 2-8 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | TradeoffsDecisionCriteriaOptions |