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| Criterion |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Innovation TRIZ |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 30-90 min | 45-90 min | 1-4 h | 60-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | InnovationProblem solvingContradictionsCreativity | FacilitationDecisionProblem solvingWorkshop |