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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 1-2 h | 60–90 min |
Participantsdifferent | 1-6 | 4-10 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |