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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Delphi Method |  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 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. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 30-60 min je Interview | 1-4 Wochen | 30-90 min |
Participantsdifferent | 5-12 Interviews | 6-30 Experten | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |
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