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| Criterion |  Product Discovery User Story Mapping |  Decision Making Decision Tree |  Decision Making Red Teaming |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When user goals and delivery scope could drift apart, it orders the journey from goal to slice. It makes visible where an MVP can genuinely be cut. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 2-4 h | 30-90 min | 1-4 h | 45-90 min |
Participantsdifferent | 4-10 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Story Map, Release Slices, Backlog Candidates | Decision Tree, Option Map, Assumption List | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | BacklogJourneyPlanningMVP | DecisionTreeOptions | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |