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| Criterion |  Decision Making Pre-Mortem |  Product Strategy RICE Scoring |  Decision Making Assumption Surfacing |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20–45 min | 60-90 min | 45-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | RICE Scores, Ranked List, Assumption Log | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationScoringRoadmapTradeoffs | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs |