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| Criterion |  Product Discovery Problem Interview |  Decision Making Red Teaming |  Decision Making Argument 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. | 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 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 | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 1-4 h | 1-3 h |
Participantsdifferent | 5-12 Interviews | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Challenge Findings, Risk Register, Mitigation Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DiscoveryInterviewsValidation | RiskDecisionSensemaking | SensemakingDecisionRationale |
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