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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Assumption Surfacing |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 20–45 min | 45-60 min |
Participantsdifferent | 5-12 Interviews | 2-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Assumption List, Critical Assumptions, Learning Plan | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskDecisionDiscovery | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation |