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| Criterion |  Decision Making Decision Tree |  Decision Making PERT Estimation |  Product Strategy DIBB |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | 15-45 min | 1-2 h | 45-60 min |
Participantsdifferent | 1-6 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PERT Estimate, Expected Value, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionTreeOptions | EstimationUncertaintyRisk | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation |