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| Criterion |  Decision Making Decision Tree |  Systems Thinking Intervention Mapping |  Product Discovery Assumption Mapping |  Product Discovery Riskiest Assumption Test |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-90 min | 1-5 Tage | 45-60 min | 1-2 Wochen pro Iteration |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption map, Test backlog, Risk ranking | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | DecisionTreeOptions | ChangeSystems thinkingCapability | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryAssumptions |