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| Criterion |  Product Discovery Solution Interview |  Product Strategy Impact Mapping |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 20–45 min | 45-60 min |
Participantsdifferent | 5-10 Interviews | 3-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Impact Map, Outcome Hypotheses, Delivery Options | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ValidationInterviewsPrototype | OutcomesStrategyBehaviorPlanning | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation |