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| Criterion |  Decision Making Decision Tree |  Innovation TRIZ |  Innovation Design Sprint |  Decision Making Constraint 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 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 30-90 min | 1-4 h | 4-5 Tage | 30-90 min |
Participantsdifferent | 1-6 | 2-8 | 5-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Inventive Principles, Solution Concepts | Prototype, Test Findings, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | InnovationProblem solvingContradictionsCreativity | Design sprintPrototypeValidationInnovation | ConstraintsDecisionPlanningOptions |