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| Criterion |  Product Discovery Problem Interview |  Decision Making Red Teaming |  Decision Making Cynefin Workshop |  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. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-60 min je Interview | 1-4 h | 60-180 min | 45-60 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 4-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Challenge Findings, Risk Register, Mitigation Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | RiskDecisionSensemaking | ComplexitySensemakingDecision | AssumptionsRiskExperimentsValidation |