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| Criterion |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Innovation Reverse Brainstorming |
|---|---|---|---|
Purposedifferent | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-60 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | BrainstormingIdeationCreativityRisk |
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