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| Criterion |  Decision Making Decision Matrix |  Innovation Lean Startup |  Product Discovery Pretotyping |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 1-4 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanStartupValidationMVP | ValidationDemandMVP | TradeoffsDecisionCriteriaOptions |