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| Criterion |  Product Discovery Opportunity Solution Tree |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 30-60 min | 45-90 min | 60-120 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 3-6 |
Formatsame | Workshop + async | 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 | Opportunity Score Table, Top Outcomes |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | PrioritizationDiscoveryOutcomesNeeds |