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| Criterion |  Decision Making Argument Mapping |  Product Discovery Problem Interview |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 30-60 min je Interview | 45-90 min | 1-4 h |
Participantsdifferent | 1-8 | 5-12 Interviews | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Problem Evidence, Risk Notes, Customer Segments | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | SensemakingDecisionRationale | DiscoveryInterviewsValidation | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking |