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| Criterion |  Product Discovery Pretotyping |  Knowledge Modeling IBIS |  Product Strategy Lean Canvas |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Stunden bis wenige Tage | 1-3 h | 45-90 min | 1-3 h |
Participantsdifferent | 1-4 | 2-8 | 1-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Issue Map, Positions, Argument Notes | Lean Canvas, Core Assumptions, Experiment Backlog | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | ValidationDemandMVP | RationaleKnowledgeDecision | StartupLeanAssumptionsBusiness model | SensemakingDecisionRationale |