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| Criterion |  Decision Making Decision Tree |  Decision Making PERT Estimation |  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. | 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. | 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 | 15-45 min | 20–45 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | PERT Estimate, Expected Value, Risk Notes | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | EstimationUncertaintyRisk | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |