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| Criterion |  Product Discovery Kano Model |  Product Strategy ICE Scoring |  Decision Making Decision Tree |  Decision Making Decision 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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-60 min | 30-90 min | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ICE Table, Top Idea List | Decision Tree, Option Map, Assumption List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationScoringGrowthDecision | DecisionTreeOptions | DecisionCriteriaScoringTradeoffs |