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| Criterion |  Product Discovery Opportunity Solution Tree |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |
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