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| Criterion |  Product Discovery Kano Model |  Innovation Rolestorming |  Innovation Brainstorming |
|---|---|---|---|
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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-2 Tage | 30-60 min | 30-60 min |
Participantsdifferent | 10-50 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | SatisfactionPrioritizationCustomer | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
