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| Criterion |  Product Discovery Kano Model |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Facilitation Dot Voting |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 Tage | 45-90 min | 30-90 min | 5-15 min |
Participantsdifferent | 10-50 | 4-12 | 1-6 | 3-20 |
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 | Ranked list, Consensus signal, Shortlist |
Tagsno overlap | SatisfactionPrioritizationCustomer | FacilitationOptionsDecision | DecisionTreeOptions | FacilitationVotingConsensusPrioritization |