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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Decision Tree |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 30-60 min je Interview | 30-90 min | 20–45 min |
Participantsdifferent | 5-12 Interviews | 1-6 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionTreeOptions | RiskDecisionFailurePlanning |
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