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| Criterion |  UX Research Personas |  Decision Making Decision Matrix |  Product Discovery Kano Model |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When target groups stay too vague and teams talk about the same people differently, personas create a shared, solid picture of usage. Condensed profiles make needs, contexts, and differences tangible enough for decisions. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Tage | 45-90 min | 1-2 Tage | 45-120 min |
Participantsdifferent | Internes Team | 2-8 | 10-50 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Persona Profiles, Needs Summary, Scenario Notes | Decision Matrix, Scoring Rationale, Selected Option | Kano Matrix, Feature Classes, Priority Themes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | ResearchCustomerSynthesis | DecisionCriteriaScoringTradeoffs | SatisfactionPrioritizationCustomer | TradeoffsDecisionCriteriaOptions |