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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making Delphi Method |  Decision Making Wideband Delphi |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 Wochen | 1-4 Wochen | 1-4 h or multiple rounds | 45-90 min |
Participantsdifferent | 5-12 Interviews | 6-30 Experten | 4-12 Experten | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | CustomerOutcomesNeeds | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting | OutcomesStrategyBehaviorPlanning |