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| Criterion |  Decision Making Decision Tree |  Innovation Lean Startup |  Decision Making Assumption Surfacing |  Product Discovery MVP Test Matrix |
|---|---|---|---|---|
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. | 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. | When several minimal variants compete to answer the same question, it makes comparing and choosing between them cleaner. It separates problem, assumption, solution, and evidence. The result is captured as a Test Matrix and a Test Plan. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45-75 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan | Test Matrix, Test Plan |
Tagsno overlap | DecisionTreeOptions | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery | ExperimentsValidationDiscoveryOptions |