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| Criterion |  Decision Making Red Teaming |  Business Strategy 5-Minuten VC-Check |  Knowledge Modeling IBIS |  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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h | 5-15 min | 1-3 h | 45-60 min |
Participantsdifferent | 3-8 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Issue Map, Positions, Argument Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | StartupValidationCompetition | RationaleKnowledgeDecision | AssumptionsRiskExperimentsValidation |