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| Criterion |  Product Discovery Kano Model |  Decision Making OODA Loop |  Decision Making Delphi Method |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 Tage | 15-60 min je Zyklus | 1-4 Wochen | 30-60 min |
Participantsdifferent | 10-50 | 1-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | ICE Table, Top Idea List |
Tagsno overlap | SatisfactionPrioritizationCustomer | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | PrioritizationScoringGrowthDecision |