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| Criterion |  Product Discovery Opportunity Interview |  Product Strategy DIBB |  Decision Making Decision Tree |  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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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 | Low | Medium | High |
Timedifferent | 30-60 min je Interview | 1-2 h | 30-90 min | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 2-8 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | DIBB document, Belief list, Bet list, Learning report | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | StrategyDecisionAssumptionsHypothesis | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |