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| Criterion |  Decision Making Risk Matrix |  Decision Making Red Teaming |  Product Discovery Riskiest Assumption Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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. | 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 an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 1-4 h | 1-2 Wochen pro Iteration | 1-5 Tage |
Participantsdifferent | 3-10 | 3-8 | 2-6 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Risk Matrix, Top Risk List | Challenge Findings, Risk Register, Mitigation Plan | Prioritized Assumption List, Test Plan, Results Report | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RiskDecisionSensemaking | ExperimentsValidationDiscoveryAssumptions | ValidationExperimentsDemandDiscovery |