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| Criterion |  Product Discovery Opportunity Interview |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-60 min je Interview | Half day | 1-2 h | 60–90 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |