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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Innovation Brainwriting |  Facilitation Mind 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 1-3 Wochen | 15-30 min | 15-45 min |
Participantsdifferent | 10-50 | 5-12 Interviews | 3-12 | 1-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Idea sheets, Expanded concepts, Prioritized list | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | BrainstormingCollaborationInclusionIdeas | BrainstormingIdeasMappingStructureFacilitation |