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| Criterion |  Decision Making Red Teaming |  Decision Making Risk Matrix |  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. | 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 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 | Low | Medium | Medium |
Timedifferent | 1-4 h | 30-60 min | 1-5 Tage | 45-60 min |
Participantsdifferent | 3-8 | 3-10 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Risk Matrix, Top Risk List | Click Data, Interest Signal, Learning Decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | RiskDecisionPrioritizationAssessment | ValidationExperimentsDemandDiscovery | AssumptionsRiskExperimentsValidation |