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| Criterion |  Product Discovery Kano Model |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 Tage | Half day | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 10-50 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |