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| Criterion |  Innovation Design Sprint |  Facilitation Six Thinking Hats |  Decision Making Constraint 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | 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 | Medium | Low | High |
Timedifferent | 4-5 Tage | 45-90 min | 30-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-8 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | Design sprintPrototypeValidationInnovation | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions | InnovationPrototypeResearch |