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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Problem Interview |  Product Discovery Assumption Mapping |  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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 30-60 min je Interview | 45-60 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 5-12 Interviews | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Problem Evidence, Risk Notes, Customer Segments | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | DiscoveryInterviewsValidation | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |