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| Criterion |  Innovation Design Thinking |  Decision Making Red Teaming |  Innovation Design Sprint |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-4 h | 4-5 Tage | 45-60 min |
Participantsdifferent | 4-10 | 3-8 | 5-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Challenge Findings, Risk Register, Mitigation Plan | Prototype, Test Findings, Decision Rationale | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | InnovationPrototypeResearch | RiskDecisionSensemaking | Design sprintPrototypeValidationInnovation | AssumptionsRiskExperimentsValidation |