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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Risk Matrix |  Decision Making Argument Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Mehrere Wochen | 30-60 min | 1-3 h | 1-4 h |
Participantsdifferent | 2-6 researchers plus sample | 3-10 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Risk Matrix, Top Risk List | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | OutcomesInnovationResearchQuantitative | RiskDecisionPrioritizationAssessment | SensemakingDecisionRationale | RiskDecisionSensemaking |