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| Criterion |  Product Discovery Jobs to Be Done |  Innovation Brainwriting |  Product Discovery Kano Model |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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 a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 Wochen | 15-30 min | 1-2 Tage | Halber Tag bis mehrere Tage |
Participantsdifferent | 5-12 Interviews | 3-12 | 10-50 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Idea sheets, Expanded concepts, Prioritized list | Kano Matrix, Feature Classes, Priority Themes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | CustomerOutcomesNeeds | BrainstormingCollaborationInclusionIdeas | SatisfactionPrioritizationCustomer | BrainstormingWorkshopCollaborationIdeation |