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| Criterion |  Product Strategy Impact Mapping |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 20–45 min |
Participantsdifferent | 3-8 | 3-10 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning |