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| Criterion |  Decision Making Decision Tree |  Innovation Crazy 8s |  Decision Making Assumption Surfacing |  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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | 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 | Low | Low | Low |
Timedifferent | 30-90 min | 8-15 min | 45-90 min | 30-90 min |
Participantsdifferent | 1-6 | 1-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Sketch Set, Idea Shortlist, Direction Options | Assumption List, Critical Assumptions, Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | BrainstormingSketchingSpeedDivergenceDesign sprint | AssumptionsRiskDecisionDiscovery | ConstraintsDecisionPlanningOptions |