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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Decision Matrix |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 30-60 min je Interview | 45-90 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 2-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Decision Matrix, Scoring Rationale, Selected Option | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionCriteriaScoringTradeoffs | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |