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| Criterion |  Product Discovery Problem Interview |  Operations Fishbone Diagram |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 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 | 30-60 min je Interview | 30-60 min | 45-90 min | 45-60 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Fishbone Diagram, Cause Categories, Investigation Backlog | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DiscoveryInterviewsValidation | Root causeQualityOperations | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |