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| Criterion |  Decision Making Decision Tree |  Product Discovery Outcome-Driven Innovation |  Innovation Contradiction Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 30-90 min | Mehrere Wochen | 60-120 min | 60-90 min |
Participantsdifferent | 1-6 | 2-6 researchers plus sample | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | DecisionTreeOptions | OutcomesInnovationResearchQuantitative | ContradictionsInnovationProblem solving | FacilitationDecisionProblem solvingWorkshop |