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| Criterion |  Product Discovery Kano Model |  Operations Causal Factor Analysis |  UX Research Empathy Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-2 Tage | 2-6 h | 30–60 min | 2-6 h |
Participantsdifferent | 10-50 | 3-10 | 4-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Empathy Map, Assumptions List, Research Gaps | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SatisfactionPrioritizationCustomer | CausalityIncidentRoot causeTimeline | SynthesisQualitativeWorkshop | Systems thinkingRoot causeConstraintsCausality |