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| Criterion |  Product Discovery Kano Model |  Innovation Design Charrette |  Decision Making Pareto 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-2 Tage | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 10-50 | 10-50 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | SatisfactionPrioritizationCustomer | BrainstormingWorkshopCollaborationIdeation | PrioritizationQualityFocusRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
