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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Red Teaming |  Product Discovery Smoke Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | 1-4 h | 1-5 Tage | 1-5 Tage |
Participantsdifferent | 4-12 | 3-8 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Decision Rights Matrix, Agreement | Challenge Findings, Risk Register, Mitigation Plan | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RiskDecisionSensemaking | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |