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| Criterion |  Product Discovery Opportunity Interview |  Decision Making OODA Loop |  Decision Making Decision Tree |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 5-12 Interviews | 1-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionChangeLearningStrategy | DecisionTreeOptions |
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