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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Force Field Analysis |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 45-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Force Field Map, Change Levers, Risk Notes | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | ChangeDecisionStrategy | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |