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| Criterion |  Product Discovery Kano Model |  Operations A3 Problem Solving |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 10-50 | 2-5 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |