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| Criterion |  Product Discovery Pretotyping |  Decision Making Decision Tree |  Innovation Lean Startup |
|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | Stunden bis wenige Tage | 30-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Decision Tree, Option Map, Assumption List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | DecisionTreeOptions | LeanStartupValidationMVP |
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