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| Criterion |  Product Discovery Kano Model |  Facilitation Dot Voting |  Decision Making Trade-off Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 5-15 min | 45-120 min | 45-90 min |
Participantsdifferent | 10-50 | 3-20 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked list, Consensus signal, Shortlist | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | SatisfactionPrioritizationCustomer | FacilitationVotingConsensusPrioritization | TradeoffsDecisionCriteriaOptions | FacilitationOptionsDecision |