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| Criterion |  Decision Making Assumption Surfacing |  Product Strategy Lean Canvas |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 1-4 h |
Participantsdifferent | 2-8 | 1-6 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Lean Canvas, Core Assumptions, Experiment Backlog | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StartupLeanAssumptionsBusiness model | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking |