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| Criterion |  Decision Making Decision Tree |  Innovation Contradiction Analysis |  Innovation Morphological Analysis |  Innovation SCAMPER |
|---|---|---|---|---|
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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-90 min | 60-120 min | 1-3 h | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Morphological Box, Concept Combinations, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | DecisionTreeOptions | ContradictionsInnovationProblem solving | IdeationInnovationCreativity | BrainstormingIdeationCreativityReframingInnovation |