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| Criterion |  Product Discovery Kano Model |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | Medium | Low | Low |
Timedifferent | 1-2 Tage | 30-90 min | 20–45 min | 30-60 min |
Participantsdifferent | 10-50 | 1-6 | Small cross-functional group | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List |
Tagsno overlap | SatisfactionPrioritizationCustomer | DecisionTreeOptions | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment |