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| Criterion |  Decision Making Radar |  Decision Making Decision Tree |  Decision Making Risk Matrix |  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. | 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. | 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 | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 1-6 | 3-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Tree, Option Map, Assumption List | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AssessmentPortfolioCapability | DecisionTreeOptions | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |