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| Criterion |  Decision Making Argument Mapping |  Product Discovery Problem Interview |  Decision Making Red Teaming |  Product Discovery Concierge MVP |
|---|---|---|---|---|
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. | 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. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 30-60 min je Interview | 1-4 h | 1-4 Wochen |
Participantsdifferent | 1-8 | 5-12 Interviews | 3-8 | 3-10 Kunden |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Problem Evidence, Risk Notes, Customer Segments | Challenge Findings, Risk Register, Mitigation Plan | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | SensemakingDecisionRationale | DiscoveryInterviewsValidation | RiskDecisionSensemaking | MVPValidationServiceDiscovery |