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| Criterion |  Decision Making Radar |  Decision Making Assumption Surfacing |  Facilitation Dot Voting |  Operations ABC Analysis |
|---|---|---|---|---|
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. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 5-15 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-20 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Assumption List, Critical Assumptions, Learning Plan | Ranked list, Consensus signal, Shortlist | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | AssumptionsRiskDecisionDiscovery | FacilitationVotingConsensusPrioritization | PrioritizationOperationsPortfolio |