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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 30-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-6 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |