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| Criterion |  Product Discovery Kano Model |  Agile WSJF |  Innovation Brainstorming |  Innovation Reverse 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 Tage | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 10-50 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked Backlog, Cost-of-Delay Assumptions | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanEconomicsSequencePrioritization | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |