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| Criterion |  Business Strategy Strategy Map |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |
|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 90-180 min |
Participantsdifferent | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | AlignmentExecutionGoalsCausality | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility |
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