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| Criterion |  Decision Making Delphi Method |  Innovation Design Thinking |  Decision Making Decision Tree |  Innovation Design Sprint |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 Wochen | 1 Tag bis mehrere Wochen | 30-90 min | 4-5 Tage |
Participantsdifferent | 6-30 Experten | 4-10 | 1-6 | 5-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Problem Statement, Prototype, Test Learnings | Decision Tree, Option Map, Assumption List | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | ForecastingExpertsDecisionStrategy | InnovationPrototypeResearch | DecisionTreeOptions | Design sprintPrototypeValidationInnovation |