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| Criterion |  Decision Making Radar |  Decision Making Decision Matrix |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 2-8 | 3-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |