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| Criterion |  Innovation Design Sprint |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Innovation Design Thinking |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 4-5 Tage | 1-4 Wochen | 45-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-8 | 6-30 Experten | 3-12 | 4-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | Design sprintPrototypeValidationInnovation | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | InnovationPrototypeResearch |