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| Criterion |  Product Strategy Impact Mapping |  Decision Making Assumption Surfacing |  Facilitation Problem Framing Workshop |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 60-120 min | 20–45 min |
Participantsdifferent | 3-8 | 2-8 | 4-10 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AssumptionsRiskDecisionDiscovery | FacilitationAlignmentDiscovery | RiskDecisionFailurePlanning |