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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Decision Matrix |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-60 min je Interview | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Decision Matrix, Scoring Rationale, Selected Option | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionCriteriaScoringTradeoffs | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |