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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Smoke Test |  Decision Making Red Teaming |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 20–45 min | 1-5 Tage | 1-4 h | 1-5 Tage |
Participantsdifferent | Small cross-functional group | Nutzertraffic | 3-8 | Nutzertraffic |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Interest Metrics, Conversion Signal, Learning Note | Challenge Findings, Risk Register, Mitigation Plan | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | RiskDecisionFailurePlanning | ValidationExperimentsDemandGrowth | RiskDecisionSensemaking | ValidationExperimentsDemandDiscovery |