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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 1-3 Wochen | 30-60 min | 60–90 min |
Participantsdifferent | 3-6 | 5-12 Interviews | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |