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| Criterion |  Decision Making Risk Matrix |  Product Discovery Opportunity Solution Tree |  Product Discovery Opportunity Scoring |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h Setup, laufend | 60-120 min | 45-90 min |
Participantsdifferent | 3-10 | 2-6 | 3-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Opportunity Solution Tree, Experiment Backlog, Learning Log | Opportunity Score Table, Top Outcomes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DiscoveryOutcomesExperimentsOpportunity | PrioritizationDiscoveryOutcomesNeeds | AssumptionsRiskDecisionDiscovery |