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| Criterion |  Product Discovery Solution Interview |  Decision Making Pareto Analysis |  Innovation Design Thinking |  Operations Eat the Frog |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 30-60 min je Interview | 30-60 min | 1 Tag bis mehrere Wochen | 15-90 min daily |
Participantsdifferent | 5-10 Interviews | 1-6 | 4-10 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Pareto Chart, Top Causes, Focus List | Problem Statement, Prototype, Test Learnings | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | ValidationInterviewsPrototype | PrioritizationQualityFocusRoot cause | InnovationPrototypeResearch | PrioritizationProductivityFocusExecution |