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| Criterion |  Decision Making Red Teaming |  Product Discovery Opportunity Interview |  Product Discovery Assumption Mapping |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 30-60 min je Interview | 45-60 min | 30-60 min |
Participantsdifferent | 3-8 | 5-12 Interviews | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Interview Notes, Opportunity Themes, Customer Quotes | Assumption map, Test backlog, Risk ranking | Completed Experiment Canvas, Success Metric |
Tagsno overlap | RiskDecisionSensemaking | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryHypothesis |