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| Criterion |  Knowledge Modeling PARA Method |  Product Strategy Lean Canvas |  Product Discovery Pretotyping |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h Setup, laufend | 45-90 min | Stunden bis wenige Tage | 45-60 min |
Participantsdifferent | 1 | 1-6 | 1-4 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Lean Canvas, Core Assumptions, Experiment Backlog | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | KnowledgeProductivityOrganization | StartupLeanAssumptionsBusiness model | ValidationDemandMVP | AssumptionsRiskExperimentsValidation |