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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Operations After-Action Review |  Operations Process Mapping |
|---|---|---|---|---|
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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 1-3 Wochen | 20-45 min | 1-3 h |
Participantsdifferent | 10-50 | 5-12 Interviews | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Lessons learned, Action items, Event summary | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | LearningOperationsImprovement | ProcessOperationsImprovement |