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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Delivery Cost of Delay |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | Low | Medium | High | Low |
Timedifferent | 20–45 min | 30-90 min | 90-180 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionFailurePlanning | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision | AssumptionsRiskDecisionDiscovery |