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| Criterion |  Decision Making Radar |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |
|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 30-90 min |
Participantsdifferent | 2-10 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List |
Tagsno overlap | AssessmentPortfolioCapability | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions |
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