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| Criterion |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Innovation Lean Startup |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. | 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 | Medium | Low |
Timedifferent | 30-90 min | 45-60 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery |