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| Criterion |  Product Discovery Kano Model |  Decision Making Delphi Method |  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 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. | 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 | High | Low | Low |
Timedifferent | 1-2 Tage | 1-4 Wochen | 45-90 min | 30-60 min |
Participantsdifferent | 10-50 | 6-30 Experten | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | SatisfactionPrioritizationCustomer | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |