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| Criterion |  Decision Making Pre-Mortem |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |  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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | 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 | 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 | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery |