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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Innovation Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 1-3 Wochen | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 10-50 | 5-12 Interviews | 4-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation |