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| Criterion |  Product Discovery Opportunity Interview |  Facilitation Alignment Mapping |  Product Discovery Opportunity Solution Tree |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 1-2 h | 1-2 h Setup, laufend | 60-90 min |
Participantsdifferent | 5-12 Interviews | 4-12 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Alignment Map, Open Issues, Decision Questions | Opportunity Solution Tree, Experiment Backlog, Learning Log | Salience Diagram, Strategy per Class |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | AlignmentStakeholdersStrategyFacilitation | DiscoveryOutcomesExperimentsOpportunity | StakeholdersFacilitationAlignmentGovernance |