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| Criterion |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 45-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop |