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| Criterion |  Innovation Design Sprint |  Decision Making Decision Tree |  Product Discovery Problem Interview |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | 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. | 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 picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 4-5 Tage | 30-90 min | 30-60 min je Interview | 45-90 min |
Participantsdifferent | 5-8 | 1-6 | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Decision Tree, Option Map, Assumption List | Problem Evidence, Risk Notes, Customer Segments | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Design sprintPrototypeValidationInnovation | DecisionTreeOptions | DiscoveryInterviewsValidation | AssumptionsRiskDecisionDiscovery |