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| Criterion |  Decision Making Decision Tree |  Innovation Contradiction Analysis |  Innovation Design Sprint |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 60-120 min | 4-5 Tage | 30-90 min |
Participantsdifferent | 1-6 | 2-8 | 5-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Prototype, Test Findings, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | ContradictionsInnovationProblem solving | Design sprintPrototypeValidationInnovation | ConstraintsDecisionPlanningOptions |