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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Innovation Design Sprint |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-90 min | 30-90 min | 4-5 Tage | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 1-6 | 5-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch |