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| Criterion |  Product Discovery Kano Model |  Agile WSJF |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 Tage | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 10-50 | 3-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Ranked Backlog, Cost-of-Delay Assumptions | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanEconomicsSequencePrioritization | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |