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| Criterion |  Decision Making Decision Tree |  UX Research Personas |  Decision Making Pre-Mortem |  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 target groups stay too vague and teams talk about the same people differently, personas create a shared, solid picture of usage. Condensed profiles make needs, contexts, and differences tangible enough for decisions. | 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. | 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 | 30-90 min | 1-3 Tage | 20–45 min | 45-90 min |
Participantsdifferent | 1-6 | Internes Team | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Persona Profiles, Needs Summary, Scenario Notes | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | ResearchCustomerSynthesis | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |