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| Criterion |  Decision Making Decision Matrix |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low |
Timedifferent | 45-90 min | 15-45 min | 5-20 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | EstimationUncertaintyRisk | EstimationEffortRisk | AssumptionsRiskDecisionDiscovery |