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| Criterion |  Decision Making Pre-Mortem |  Decision Making Red Teaming |  Product Discovery Assumption Mapping |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20–45 min | 1-4 h | 45-60 min | 1-4 Wochen |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | RiskDecisionFailurePlanning | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |