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| Criterion |  Product Discovery Kano Model |  Operations Change Analysis |  Operations Root Cause Tree Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | 45-120 min | 1-3 h | 30-60 min |
Participantsdifferent | 10-50 | 2-6 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Cause Tree, Evidence Notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | ChangeRoot causeTroubleshootingComparison | Root causeTreeIncidentQuality | PrioritizationQualityFocusRoot cause |