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| Criterion |  Product Discovery Opportunity Interview |  Knowledge Modeling IBIS |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-60 min je Interview | 1-3 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Issue Map, Positions, Argument Notes | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RationaleKnowledgeDecision | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |