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| Criterion |  UX Design Design Studio |  Product Discovery Kano Model |  Decision Making Pareto Analysis |  Decision Making Eisenhower Matrix |
|---|---|---|---|---|
Purposedifferent | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | 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. | 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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 Tage | 30-60 min | 15-30 min |
Participantsdifferent | 3-8 | 10-50 | 1-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Sketches, Concept Directions, Design Decisions | Kano Matrix, Feature Classes, Priority Themes | Pareto Chart, Top Causes, Focus List | Eisenhower Matrix, Action List, Delegation Notes |
Tagsno overlap | SketchingCollaborationIdeation | SatisfactionPrioritizationCustomer | PrioritizationQualityFocusRoot cause | PrioritizationFocusTasks |