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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Decision Making Decision Framing Workshop |  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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing 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 | 60-120 min | 30-90 min |
Participantsdifferent | 1-6 | 4-10 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Decision Frame, Decision Question, Criteria List, Evidence Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | Decision framingAlignmentCriteriaOptions | ConstraintsDecisionPlanningOptions |