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| Criterion |  Decision Making Decision Tree |  Innovation Morphological Analysis |  Decision Making Assumption Surfacing |  Innovation SCAMPER |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Morphological Box, Concept Combinations, Idea Shortlist | Assumption List, Critical Assumptions, Learning Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | DecisionTreeOptions | IdeationInnovationCreativity | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityReframingInnovation |