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| Criterion |  Product Discovery Kano Model |  Operations A3 Problem Solving |  Decision Making Decision Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 10-50 | 2-5 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | A3 Report, Action Plan, Root Cause Analysis | Decision Matrix, Scoring Rationale, Selected Option | ICE Table, Top Idea List |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanProblem solvingCoachingOperations | DecisionCriteriaScoringTradeoffs | PrioritizationScoringGrowthDecision |