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| Criterion |  Decision Making Decision Tree |  Product Discovery Problem Interview |  Product Discovery Concierge MVP |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Medium | Low |
Timedifferent | 30-90 min | 30-60 min je Interview | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-6 | 5-12 Interviews | 3-10 Kunden | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Evidence, Risk Notes, Customer Segments | Concierge Learnings, Service Blueprint, MVP Risks | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | DiscoveryInterviewsValidation | MVPValidationServiceDiscovery | AssumptionsRiskDecisionDiscovery |