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| Criterion |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Operations 5 Whys |
|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 45-60 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | Root cause notes, Countermeasures |
Tagsno overlap | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | Root causeIncidentLeanProblem solving |
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