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| Criterion |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 45-60 min | 1-2 Wochen pro Iteration |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Assumption map, Test backlog, Risk ranking | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | DecisionTreeOptions | FacilitationOptionsDecision | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryAssumptions |