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| Criterion |  Product Discovery Kano Model |  Decision Making Pre-Mortem |  Product Strategy ICE Scoring |  Decision Making Risk Matrix |
|---|---|---|---|---|
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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 Tage | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 10-50 | Small cross-functional group | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Risk list, Mitigation plan, Assumption log | ICE Table, Top Idea List | Risk Matrix, Top Risk List |
Tagsno overlap | SatisfactionPrioritizationCustomer | RiskDecisionFailurePlanning | PrioritizationScoringGrowthDecision | RiskDecisionPrioritizationAssessment |