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| Criterion |  Product Discovery Opportunity Interview |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
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 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. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 30-60 min je Interview | Half day | 60–90 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | FacilitationAlignmentDiscovery |