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| Criterion |  Product Discovery Kano Model |  Innovation Brainstorming |  Product Discovery Opportunity Scoring |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-60 min | 60-120 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 10-50 | 4-12 | 3-6 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Idea pool, Theme clusters, Shortlist | Opportunity Score Table, Top Outcomes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SatisfactionPrioritizationCustomer | BrainstormingIdeationCreativityWorkshopDivergence | PrioritizationDiscoveryOutcomesNeeds | BrainstormingWorkshopCollaborationIdeation |