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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 | High | Medium |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | Mehrere Wochen | 45-90 min |
Participantsdifferent | 1-6 | 4-10 | 2-6 researchers plus sample | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | FacilitationOptionsDecision |