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| Criterion |  Product Discovery Kano Model |  Decision Making Decision Tree |  Decision Making Decision Framing Workshop |  Decision Making Trade-off 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 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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 30-90 min | 60-120 min | 45-120 min |
Participantsdifferent | 10-50 | 1-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Decision Tree, Option Map, Assumption List | Decision Frame, Decision Question, Criteria List, Evidence Plan | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | SatisfactionPrioritizationCustomer | DecisionTreeOptions | Decision framingAlignmentCriteriaOptions | TradeoffsDecisionCriteriaOptions |