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| Criterion |  Product Strategy Lean Canvas |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | 1-4 h | 1-3 h |
Participantsdifferent | 1-6 | 1-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | StartupLeanAssumptionsBusiness model | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking | SensemakingDecisionRationale |