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| Criterion |  Product Discovery Problem Interview |  Innovation Design Sprint |  UX Research Affinity Diagramming |  Innovation Design Thinking |
|---|---|---|---|---|
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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 30-60 min je Interview | 4-5 Tage | 45–90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-12 Interviews | 5-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Prototype, Test Findings, Decision Rationale | Theme clusters, Insight statements, Opportunity areas | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | DiscoveryInterviewsValidation | Design sprintPrototypeValidationInnovation | SynthesisQualitativeRoot cause | InnovationPrototypeResearch |