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| Criterion |  Facilitation Delegation Poker |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 20–45 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | Small cross-functional group | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AutonomyRolesTeam | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning | DecisionRolesGovernanceAlignment |