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| Criterion |  Knowledge Modeling Concept Mapping |  Product Discovery Jobs to Be Done |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 1-3 Wochen | 1-4 h | 45-90 min |
Participantsdifferent | 1-8 | 5-12 Interviews | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Job Stories, Outcome Statements, Opportunity List | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | CustomerOutcomesNeeds | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |