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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Business Strategy Business Model Canvas |  Decision Making Delphi Method |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 1-2 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Business Model Canvas, Assumption List, Business Hypotheses | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | Business modelStrategyValueInnovation | ForecastingExpertsDecisionStrategy |