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| Criterion |  Product Discovery Problem Interview |  Innovation Lean Startup |  Product Discovery Assumption Mapping |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | Wochen bis Monate je Lernzyklus | 45-60 min | 1-5 Tage |
Participantsdifferent | 5-12 Interviews | 2-8 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking | Click Data, Interest Signal, Learning Decision |
Tags1 shared | DiscoveryInterviewsValidation | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation | ValidationExperimentsDemandDiscovery |