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| Criterion |  Decision Making Red Teaming |  Decision Making Decision Tree |  Product Discovery Fake Door Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h | 30-90 min | 1-5 Tage | 45-60 min |
Participantsdifferent | 3-8 | 1-6 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Decision Tree, Option Map, Assumption List | Click Data, Interest Signal, Learning Decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | DecisionTreeOptions | ValidationExperimentsDemandDiscovery | AssumptionsRiskExperimentsValidation |