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| Criterion |  Decision Making Decision Matrix |  Product Discovery Opportunity Interview |  Decision Making Delphi Method |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | 45-90 min | 30-60 min je Interview | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 5-12 Interviews | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Interview Notes, Opportunity Themes, Customer Quotes | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | DiscoveryInterviewsOpportunityCustomer | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery |