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| Criterion |  Product Discovery Solution Interview |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Product Discovery Problem Interview |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min je Interview | 30-90 min | 30-90 min | 30-60 min je Interview |
Participantsdifferent | 5-10 Interviews | 2-8 | 1-6 | 5-12 Interviews |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | ValidationInterviewsPrototype | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | DiscoveryInterviewsValidation |