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| Criterion |  Decision Making Force Field Analysis |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 45-60 min |
Participantsdifferent | 3-12 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ChangeDecisionStrategy | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |