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| Criterion |  Product Discovery Opportunity Interview |  Operations Accountability Ladder |  Product Discovery Problem Interview |  Product Discovery Learning Card |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 20-45 min | 30-60 min je Interview | 25-40 min |
Participantsdifferent | 5-12 Interviews | 1-8 | 5-12 Interviews | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Ownership Reflection, Action Commitment, Coaching Notes | Problem Evidence, Risk Notes, Customer Segments | Learning Card with evidence and next action |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | ResponsibilityLeadershipTeam | DiscoveryInterviewsValidation | ExperimentsValidationDiscoveryLearning |