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| Criterion |  Product Discovery Opportunity Interview |  Operations Weekly Review |  Operations Getting Things Done |  Product Discovery Opportunity Solution 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min je Interview | 30-60 min | 1-2 h Setup, laufend | 1-2 h Setup, laufend |
Participantsdifferent | 5-12 Interviews | 1 | 1 | 2-6 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution | DiscoveryOutcomesExperimentsOpportunity |