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| Criterion |  Decision Making Decision Tree |  Engineering Failure Scenario Analysis |  Innovation Design Sprint |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 1-3 h | 4-5 Tage | 45-90 min |
Participantsdifferent | 1-6 | 3-8 | 5-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Prototype, Test Findings, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | FailureResilienceRisk | Design sprintPrototypeValidationInnovation | AssumptionsRiskDecisionDiscovery |