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| Criterion |  Product Discovery Opportunity Interview |  Product Discovery Problem Interview |  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. | 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. | 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 | 30-60 min je Interview | 30-90 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 5-12 Interviews | 1-6 | 2-8 |
Formatsame | Workshop + async | 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 | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DiscoveryInterviewsValidation | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |