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| Criterion |  Decision Making Decision Tree |  Product Strategy ICE Scoring |  Decision Making Pre-Mortem |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 20–45 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | Small cross-functional group | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | ICE Table, Top Idea List | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List |
Tags1 shared | DecisionTreeOptions | PrioritizationScoringGrowthDecision | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment |