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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 45-90 min | Half day | 45-60 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | Systems thinkingTradeoffsLeadership | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis | AssumptionsRiskExperimentsValidation |