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| Criterion |  Decision Making Risk Matrix |  Operations Gemba Walk |  Growth A/B Testing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 30-120 min | 1-4 Wochen | 45-60 min |
Participantsdifferent | 3-10 | 2-6 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Observation Notes, Improvement Ideas | Experiment results, Decision log, Learning summary | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanObservationProcessOperations | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskExperimentsValidation |