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| Criterion |  Decision Making Decision Tree |  Facilitation Problem Framing Workshop |  Decision Making Assumption Surfacing |  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. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 60-120 min | 45-90 min | 45-60 min |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionTreeOptions | FacilitationAlignmentDiscovery | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |