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| Criterion |  Facilitation Dot Voting |  Product Discovery Opportunity Scoring |  Product Discovery Outcome-Driven Innovation |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 5-15 min | 60-120 min | Mehrere Wochen | 1 Tag bis mehrere Wochen |
Participantsdifferent | 3-20 | 3-6 | 2-6 researchers plus sample | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked list, Consensus signal, Shortlist | Opportunity Score Table, Top Outcomes | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | FacilitationVotingConsensusPrioritization | PrioritizationDiscoveryOutcomesNeeds | OutcomesInnovationResearchQuantitative | InnovationPrototypeResearch |