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| Criterion |  Decision Making Decision Matrix |  Product Strategy Lean Canvas |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Lean Canvas, Core Assumptions, Experiment Backlog | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | StartupLeanAssumptionsBusiness model | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |