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| Criterion |  Operations Fault Tree Analysis |  Product Discovery Opportunity Solution Tree |  Product Discovery Outcome-Driven Innovation |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-6 h | 1-2 h Setup, laufend | Mehrere Wochen | 45-90 min |
Participantsdifferent | 3-8 | 2-6 | 2-6 researchers plus sample | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Opportunity Solution Tree, Experiment Backlog, Learning Log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskRoot causeSafety | DiscoveryOutcomesExperimentsOpportunity | OutcomesInnovationResearchQuantitative | AssumptionsRiskDecisionDiscovery |