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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Decision Matrix |  Decision Making Trade-off Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Decision Matrix, Scoring Rationale, Selected Option | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionCriteriaScoringTradeoffs | TradeoffsDecisionCriteriaOptions | DecisionTreeOptions |