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| Criterion |  Product Strategy Lean Canvas |  Decision Making Red Teaming |  Innovation Lean Startup |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Challenge Findings, Risk Register, Mitigation Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RiskDecisionSensemaking | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery |