View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Decision Tree |  Innovation Lean Startup |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | 20–45 min | 45-60 min |
Participantsdifferent | 1-6 | 2-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionTreeOptions | LeanStartupValidationMVP | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation |