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| Criterion |  Product Discovery Kano Model |  Product Strategy RICE Scoring |  Operations A3 Problem Solving |  Decision Making Decision 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. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 60-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 10-50 | 2-10 | 2-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | RICE Scores, Ranked List, Assumption Log | A3 Report, Action Plan, Root Cause Analysis | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationScoringRoadmapTradeoffs | LeanProblem solvingCoachingOperations | DecisionCriteriaScoringTradeoffs |