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| Criterion |  Decision Making Pre-Mortem |  Knowledge Modeling Feynman Technique |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 20-60 min | 45-90 min | 45-60 min |
Participantsdifferent | Small cross-functional group | 1 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Plain-language Explanation, Knowledge Gaps, Study Notes | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | LearningKnowledgeUnderstanding | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |