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| Criterion |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Product Strategy Lean Canvas |  Innovation Lean Startup |
|---|---|---|---|---|
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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-60 min | 1-4 h | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |