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| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  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. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 1-3 Wochen | Halber Tag bis mehrere Tage |
Participantsdifferent | 10-50 | 5-12 Interviews | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | BrainstormingWorkshopCollaborationIdeation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
