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| Criterion |  Innovation Lean Startup |  Decision Making Risk Matrix |  Decision Making Red Teaming |
|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitydifferent | Medium | Low | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 1-4 h |
Participantsdifferent | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk Matrix, Top Risk List | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | LeanStartupValidationMVP | RiskDecisionPrioritizationAssessment | RiskDecisionSensemaking |
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