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| Criterion |  Product Discovery Opportunity Solution Tree |  Decision Making Red Teaming |  Decision Making Argument Mapping |
|---|---|---|---|
Purposedifferent | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-2 h Setup, laufend | 1-4 h | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | RiskDecisionSensemaking | SensemakingDecisionRationale |
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