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| Criterion |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Decision Making Pareto Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 45-60 min |
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 | Pareto Chart, Top Causes, Focus List | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | PrioritizationQualityFocusRoot cause | AssumptionsRiskExperimentsValidation |