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| Criterion |  Operations Visual Management |  Product Discovery Kano Model |  Decision Making Decision Matrix |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-2 Tage | 45-90 min | 45-120 min |
Participantsdifferent | 1-20 | 10-50 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kano Matrix, Feature Classes, Priority Themes | Decision Matrix, Scoring Rationale, Selected Option | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | SignalsOperationsVisual management | SatisfactionPrioritizationCustomer | DecisionCriteriaScoringTradeoffs | TradeoffsDecisionCriteriaOptions |