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| Criterion |  Decision Making Risk Matrix |  Product Discovery Kano Model |  Decision Making Decision Tree |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 Tage | 30-90 min | 30-60 min |
Participantsdifferent | 3-10 | 10-50 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Kano Matrix, Feature Classes, Priority Themes | Decision Tree, Option Map, Assumption List | ICE Table, Top Idea List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | SatisfactionPrioritizationCustomer | DecisionTreeOptions | PrioritizationScoringGrowthDecision |