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| Criterion |  Product Discovery Kano Model |  Systems Thinking Soft Systems Methodology |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-2 Tage | 0.5-3 Tage | Half day | 45-90 min |
Participantsdifferent | 10-50 | 5-15 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingChangeStrategy | ChangeDecisionStrategy |