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| Criterion |  Decision Making Decision Tree |  Product Strategy DIBB |  Decision Making Cynefin Workshop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 1-2 h | 60-180 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis | ComplexitySensemakingDecision | AssumptionsRiskDecisionDiscovery |