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| Criterion |  Innovation Lean Startup |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Wochen bis Monate je Lernzyklus | 1-3 h | 1-4 h | 45-60 min |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanStartupValidationMVP | SensemakingDecisionRationale | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation |