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| Criterion |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |  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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 30-60 min je Interview | 1-2 h Setup, laufend | 1-2 h | 60–90 min |
Participantsdifferent | 5-12 Interviews | 2-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |