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| Criterion |  Decision Making Red Teaming |  Product Discovery Opportunity Solution Tree |  Product Discovery Opportunity Interview |  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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 h | 1-2 h Setup, laufend | 30-60 min je Interview | 45-60 min |
Participantsdifferent | 3-8 | 2-6 | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Opportunity Solution Tree, Experiment Backlog, Learning Log | Interview Notes, Opportunity Themes, Customer Quotes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | DiscoveryOutcomesExperimentsOpportunity | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskExperimentsValidation |