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| Criterion |  Product Discovery Kano Model |  Operations A3 Problem Solving |  Innovation Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 45-90 min | 30-60 min | 5-20 min |
Participantsdifferent | 10-50 | 2-5 | 4-12 | 1-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed |