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| Criterion |  Product Discovery Jobs to Be Done |  Knowledge Modeling Knowledge Mapping |  Product Discovery Kano Model |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 Wochen | 1-3 h | 1-2 Tage | 30-60 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 10-50 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Kano Matrix, Feature Classes, Priority Themes | Risk Matrix, Top Risk List |
Tagsno overlap | CustomerOutcomesNeeds | KnowledgeMappingRisk | SatisfactionPrioritizationCustomer | RiskDecisionPrioritizationAssessment |