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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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 | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 20–45 min | 30-90 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | Small cross-functional group | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RiskDecisionFailurePlanning | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |