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| Criterion |  Product Discovery Kano Model |  Innovation Design Charrette |  Operations Root Cause Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | Halber Tag bis mehrere Tage | 1-4 h | 30-60 min |
Participantsdifferent | 10-50 | 10-50 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | SatisfactionPrioritizationCustomer | BrainstormingWorkshopCollaborationIdeation | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityWorkshopDivergence |