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| Criterion |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 30-90 min | 1-2 h |
Participantsdifferent | 3-10 | 2-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report |
Tags1 shared | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis |