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| Criterion |  Product Discovery Opportunity Scoring |  Decision Making Decision Tree |  Decision Making Delphi Method |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Medium | High | Low |
Timedifferent | 60-120 min | 30-90 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-6 | 1-6 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | DecisionTreeOptions | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery |