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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Decision Making DACI |  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. | 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. | 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 | Low | Low |
Timedifferent | 20–45 min | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-6 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionFailurePlanning | DecisionTreeOptions | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery |