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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 1-4 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 | Contradiction Statement, Inventive Principles, Solution Concepts | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | InnovationProblem solvingContradictionsCreativity | ConstraintsDecisionPlanningOptions |