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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Tree |  Facilitation Power Interest Grid |
|---|---|---|---|
Purposedifferent | 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | Low |
Timedifferent | Mehrere Wochen | 30-90 min | 30-60 min |
Participantsdifferent | 2-6 researchers plus sample | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Tree, Option Map, Assumption List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionTreeOptions | StakeholdersFacilitationAlignmentPlanning |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
