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| Criterion |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | Half day |
Participantsdifferent | 1-6 | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions | StrategyBusiness modelRiskDiagnosis |