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| Criterion |  Product Discovery Opportunity Solution Tree |  Product Discovery Opportunity Interview |  Operations Change Analysis |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 30-60 min je Interview | 45-120 min | 30-60 min |
Participantsdifferent | 2-6 | 5-12 Interviews | 2-6 | 1-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Interview Notes, Opportunity Themes, Customer Quotes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Completed Experiment Canvas, Success Metric |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | DiscoveryInterviewsOpportunityCustomer | ChangeRoot causeTroubleshootingComparison | ExperimentsValidationDiscoveryHypothesis |