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| Criterion |  Product Discovery Kano Model |  Decision Making Delphi Method |  Operations ABC Analysis |  Decision Making Force Field 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 Tage | 1-4 Wochen | 30-60 min | 45-90 min |
Participantsdifferent | 10-50 | 6-30 Experten | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Async | Async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Expert Forecast, Consensus Range, Assumption Notes | ABC Classification, Focus Rules, Control List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | ForecastingExpertsDecisionStrategy | PrioritizationOperationsPortfolio | ChangeDecisionStrategy |