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| Criterion |  Product Discovery Kano Model |  Operations Gemba Walk |  Decision Making Decision Matrix |  Product Strategy RICE Scoring |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-120 min | 45-90 min | 60-90 min |
Participantsdifferent | 10-50 | 2-6 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs | PrioritizationScoringRoadmapTradeoffs |