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| Criterion |  Product Discovery Opportunity Solution Tree |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 20–45 min | 30-90 min | 45-60 min |
Participantsdifferent | 2-6 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation |