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| Criterion |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Operations A3 Problem Solving |
|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 45-60 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-8 | 3-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | LeanProblem solvingCoachingOperations |
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