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| Criterion |  Operations Change Analysis |  Product Discovery Problem Interview |  UX Research Affinity Diagramming |  Product Discovery Concierge MVP |
|---|---|---|---|---|
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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-120 min | 30-60 min je Interview | 45–90 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 5-12 Interviews | 3-10 | 3-10 Kunden |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Evidence, Risk Notes, Customer Segments | Theme clusters, Insight statements, Opportunity areas | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DiscoveryInterviewsValidation | SynthesisQualitativeRoot cause | MVPValidationServiceDiscovery |