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| Criterion |  Operations Change Analysis |  Product Discovery Opportunity Solution Tree |  Product Discovery Fake Door Test |  Product Discovery Riskiest Assumption Test |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-2 h Setup, laufend | 1-5 Tage | 1-2 Wochen pro Iteration |
Participantsdifferent | 2-6 | 2-6 | Nutzertraffic | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Opportunity Solution Tree, Experiment Backlog, Learning Log | Click Data, Interest Signal, Learning Decision | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DiscoveryOutcomesExperimentsOpportunity | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryAssumptions |