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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |