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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Round Robin Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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 unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 Wochen | 1-2 Tage | 20-45 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Idea List, Cluster, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingIdeationFacilitationInclusionCreativity | BrainstormingIdeationCreativityDivergenceWorkshop |