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| Criterion |  Decision Making Decision Tree |  Product Discovery Opportunity Interview |  Engineering Failure Scenario Analysis |  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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | 30-90 min | 30-60 min je Interview | 1-3 h | 45-90 min |
Participantsdifferent | 1-6 | 5-12 Interviews | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Interview Notes, Opportunity Themes, Customer Quotes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | DiscoveryInterviewsOpportunityCustomer | FailureResilienceRisk | AssumptionsRiskDecisionDiscovery |