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| Criterion |  Decision Making Decision Tree |  Innovation SCAMPER |  Decision Making Constraint Analysis |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-10 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | SCAMPER Idea List, Concept Shortlist, Variation Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionTreeOptions | BrainstormingIdeationCreativityReframingInnovation | ConstraintsDecisionPlanningOptions | BrainstormingIdeationCreativityDivergenceWorkshop |