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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  Innovation TRIZ |  Innovation Design Sprint |
|---|---|---|---|---|
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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 1-4 h | 4-5 Tage |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Inventive Principles, Solution Concepts | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | InnovationProblem solvingContradictionsCreativity | Design sprintPrototypeValidationInnovation |