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| Criterion |  Decision Making Pre-Mortem |  Facilitation Dot Voting |  Facilitation Six Thinking Hats |  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. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed 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 | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 5-15 min | 45-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-20 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Ranked list, Consensus signal, Shortlist | Perspective Notes, Decision Inputs, Action Items | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | FacilitationVotingConsensusPrioritization | FacilitationOptionsDecision | AssumptionsRiskDecisionDiscovery |