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| Criterion |  Operations Visual Management |  Product Discovery Opportunity Interview |  Operations Kepner-Tregoe |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 30-60 min je Interview | 2-8 h | 45-90 min |
Participantsdifferent | 1-20 | 5-12 Interviews | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Interview Notes, Opportunity Themes, Customer Quotes | Problem Analysis, Decision Analysis, Risk Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | SignalsOperationsVisual management | DiscoveryInterviewsOpportunityCustomer | Problem solvingRoot causeDecisionOperations | AssumptionsRiskDecisionDiscovery |