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| Criterion |  Product Discovery Kano Model |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |  Decision Making Decision 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. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-90 min | 1-2 h | 30-90 min |
Participantsdifferent | 10-50 | 2-8 | 3-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List |
Tagsno overlap | SatisfactionPrioritizationCustomer | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions | DecisionTreeOptions |