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| Criterion |  Operations Fault Tree Analysis |  Product Discovery Outcome-Driven Innovation |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 2-6 h | Mehrere Wochen | 45-90 min | 45-60 min |
Participantsdifferent | 3-8 | 2-6 researchers plus sample | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskRoot causeSafety | OutcomesInnovationResearchQuantitative | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |