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| Criterion |  Decision Making Decision Tree |  Innovation SCAMPER |  Decision Making Constraint Analysis |  Innovation Morphological Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 30-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | SCAMPER Idea List, Concept Shortlist, Variation Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Morphological Box, Concept Combinations, Idea Shortlist |
Tagsno overlap | DecisionTreeOptions | BrainstormingIdeationCreativityReframingInnovation | ConstraintsDecisionPlanningOptions | IdeationInnovationCreativity |