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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Tree |  Innovation Design Thinking |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 30-90 min | 1 Tag bis mehrere Wochen | 30-90 min |
Participantsdifferent | 6-30 Experten | 1-6 | 4-10 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionTreeOptions | InnovationPrototypeResearch | ConstraintsDecisionPlanningOptions |