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| Criterion |  Innovation How Might We |  Decision Making Assumption Surfacing |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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 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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 45-90 min | 30-60 min je Interview | 1-2 h Setup, laufend |
Participantsdifferent | 1-10 | 2-8 | 5-12 Interviews | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Assumption List, Critical Assumptions, Learning Plan | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | AssumptionsRiskDecisionDiscovery | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity |