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| Criterion |  Product Discovery Opportunity Interview |  Product Discovery Problem Interview |  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. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 | 30-60 min je Interview | 30-90 min |
Participantsdifferent | 5-12 Interviews | 5-12 Interviews | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Problem Evidence, Risk Notes, Customer Segments | Decision Tree, Option Map, Assumption List |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DiscoveryInterviewsValidation | DecisionTreeOptions |
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