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| Criterion |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |  Decision Making RAPID |  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. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | 1-2 h Setup, laufend | 45-90 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 2-6 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery |