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| Criterion |  Decision Making Decision Tree |  Innovation TRIZ |  Decision Making Constraint Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 30-90 min | 1-4 h | 30-90 min | 2-8 h |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Inventive Principles, Solution Concepts | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionTreeOptions | InnovationProblem solvingContradictionsCreativity | ConstraintsDecisionPlanningOptions | Problem solvingRoot causeDecisionOperations |