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| Criterion |  Decision Making Risk Matrix |  Product Discovery Kano Model |  Decision Making Decision Tree |
|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30-60 min | 1-2 Tage | 30-90 min |
Participantsdifferent | 3-10 | 10-50 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Kano Matrix, Feature Classes, Priority Themes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | SatisfactionPrioritizationCustomer | DecisionTreeOptions |
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