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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Business Strategy Business Model Canvas |  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. | 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | Low |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 1-2 h | 30-90 min |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Business Model Canvas, Assumption List, Business Hypotheses | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | Business modelStrategyValueInnovation | ConstraintsDecisionPlanningOptions |