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| Criterion |  Product Discovery Opportunity Interview |  Knowledge Modeling IBIS |  Product Discovery Opportunity Solution 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. | 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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 | Medium | Medium | Low |
Timedifferent | 30-60 min je Interview | 1-3 h | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Issue Map, Positions, Argument Notes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RationaleKnowledgeDecision | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskDecisionDiscovery |