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| Criterion |  Decision Making Radar |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 30-90 min | 20–45 min | 45-90 min |
Participantsdifferent | 2-10 | 1-6 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AssessmentPortfolioCapability | DecisionTreeOptions | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |