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| Criterion |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Decision Making Decision Framing Workshop |  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. | 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 decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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 | Low | Medium | Low |
Timedifferent | 30-90 min | 20–45 min | 60-120 min | 45-90 min |
Participantsdifferent | 1-6 | Small cross-functional group | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Decision Frame, Decision Question, Criteria List, Evidence Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | RiskDecisionFailurePlanning | Decision framingAlignmentCriteriaOptions | AssumptionsRiskDecisionDiscovery |