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| Criterion |  Product Strategy Lean Canvas |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |  Product Discovery Assumption 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | 1-4 h | 45-60 min |
Participantsdifferent | 1-6 | 1-8 | 3-8 | 2-8 |
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 | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StartupLeanAssumptionsBusiness model | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation |