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| Criterion |  Innovation Lean Startup |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  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. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-4 h | 60-180 min | 45-60 min |
Participantsdifferent | 2-8 | 3-8 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanStartupValidationMVP | RiskDecisionSensemaking | ComplexitySensemakingDecision | AssumptionsRiskExperimentsValidation |