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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Pre-Mortem |  Product Discovery Opportunity Solution Tree |  Product Discovery Assumption 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. | 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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min je Interview | 20–45 min | 1-2 h Setup, laufend | 45-60 min |
Participantsdifferent | 5-12 Interviews | Small cross-functional group | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Risk list, Mitigation plan, Assumption log | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RiskDecisionFailurePlanning | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskExperimentsValidation |