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| Criterion |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |  Product Discovery Outcome-Driven Innovation |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | 45-90 min | Mehrere Wochen | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 4-12 | 2-6 researchers plus sample | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision | OutcomesInnovationResearchQuantitative | InnovationPrototypeResearch |