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| Criterion |  Product Discovery Opportunity Interview |  Decision Making RAPID |  Product Discovery Opportunity Solution 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 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. | 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. | 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 | 45-90 min | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | RAPID Role Map, Recommendation, Decision Log | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionRolesGovernance | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskDecisionDiscovery |