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| Criterion |  Decision Making Decision Matrix |  Product Discovery Kano Model |  Decision Making Trade-off Analysis |  Product Strategy RICE Scoring |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 Tage | 45-120 min | 60-90 min |
Participantsdifferent | 2-8 | 10-50 | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Kano Matrix, Feature Classes, Priority Themes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | SatisfactionPrioritizationCustomer | TradeoffsDecisionCriteriaOptions | PrioritizationScoringRoadmapTradeoffs |