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| Criterion |  Product Discovery Pretotyping |  Product Strategy Lean Canvas |  Decision Making Argument Mapping |  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. | 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. | 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 | Medium |
Timedifferent | Stunden bis wenige Tage | 45-90 min | 1-3 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 1-6 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Lean Canvas, Core Assumptions, Experiment Backlog | Argument Map, Evidence Gaps, Decision Rationale | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | StartupLeanAssumptionsBusiness model | SensemakingDecisionRationale | LeanStartupValidationMVP |