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| Criterion |  Product Discovery Kano Model |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 Tage | 30-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 2-8 | 3-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | SatisfactionPrioritizationCustomer | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |