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| Criterion |  Product Discovery Problem Interview |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-60 min je Interview | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 5-12 Interviews | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures |
Tagsno overlap | DiscoveryInterviewsValidation | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving |