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| Criterion |  Product Discovery Problem Interview |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 1-4 h | 45-60 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking | AssumptionsRiskExperimentsValidation |