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| Criterion |  Decision Making Pre-Mortem |  UX Research Personas |  Decision Making Decision Tree |  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 target groups stay too vague and teams talk about the same people differently, personas create a shared, solid picture of usage. Condensed profiles make needs, contexts, and differences tangible enough for decisions. | 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. | 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 | Medium | Low |
Timedifferent | 20–45 min | 1-3 Tage | 30-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | Internes Team | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Persona Profiles, Needs Summary, Scenario Notes | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | ResearchCustomerSynthesis | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |