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| Criterion |  Product Discovery Kano Model |  Agile WSJF |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-2 Tage | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 10-50 | 3-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked Backlog, Cost-of-Delay Assumptions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanEconomicsSequencePrioritization | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |