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| Criterion |  Decision Making Decision Tree |  Decision Making Risk Matrix |  Product Discovery Hypothesis Prioritization Canvas |  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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When many hypotheses compete for attention, it brings order to their learning sequence and importance. It separates problem, assumption, solution, and evidence. The result is captured as a prioritization canvas and a hypothesis backlog. | 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 | 30-60 min | 60-90 min | 45-90 min |
Participantsdifferent | 1-6 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk Matrix, Top Risk List | Prioritization Canvas, Hypothesis Backlog | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | RiskDecisionPrioritizationAssessment | ExperimentsPrioritizationDiscoveryHypothesis | AssumptionsRiskDecisionDiscovery |