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| Criterion |  Product Discovery Kano Model |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Delivery Cost of Delay |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 Tage | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 10-50 | 4-12 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | CoD Table, Prioritization Sequence |
Tagsno overlap | SatisfactionPrioritizationCustomer | FacilitationOptionsDecision | DecisionTreeOptions | PrioritizationDeliveryEconomicsDecision |