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| Criterion |  Innovation Lean Startup |  Decision Making Assumption Surfacing |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 45-120 min | 45-90 min |
Participantssame | 2-8 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |