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| Criterion |  Decision Making Red Teaming |  Decision Making Risk Matrix |  Product Discovery Experiment Canvas |  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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 | Low | Medium |
Timedifferent | 1-4 h | 30-60 min | 30-60 min | 45-60 min |
Participantsdifferent | 3-8 | 3-10 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Risk Matrix, Top Risk List | Completed Experiment Canvas, Success Metric | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | RiskDecisionPrioritizationAssessment | ExperimentsValidationDiscoveryHypothesis | AssumptionsRiskExperimentsValidation |