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| Criterion |  Decision Making Decision Tree |  Decision Making Delphi Method |  Innovation Design Thinking |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-90 min | 1-4 Wochen | 1 Tag bis mehrere Wochen | 2-4 h |
Participantsdifferent | 1-6 | 6-30 Experten | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes | Problem Statement, Prototype, Test Learnings | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | DecisionTreeOptions | ForecastingExpertsDecisionStrategy | InnovationPrototypeResearch | StrategyPositioningInnovationValue |