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| Criterion |  Facilitation Expectation Mapping |  Product Discovery Pretotyping |  Innovation Lean Startup |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | Stunden bis wenige Tage | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 3-12 | 1-4 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | AlignmentStakeholdersTeam | ValidationDemandMVP | LeanStartupValidationMVP | ValidationExperimentsDemandDiscovery |