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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 Wochen | 1-4 h | 60-180 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 4-20 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | RiskDecisionSensemaking | ComplexitySensemakingDecision | PrioritizationDiscoveryOutcomesNeeds |