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| Criterion |  Product Discovery Kano Model |  Product Strategy RICE Scoring |  Facilitation Dot Voting |  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. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 Tage | 60-90 min | 5-15 min | 45-90 min |
Participantsdifferent | 10-50 | 2-10 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | RICE Scores, Ranked List, Assumption Log | Ranked list, Consensus signal, Shortlist | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationScoringRoadmapTradeoffs | FacilitationVotingConsensusPrioritization | DecisionCriteriaScoringTradeoffs |