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| Criterion |  Innovation Design Sprint |  Product Discovery Solution Interview |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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 solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 4-5 Tage | 30-60 min je Interview | 30-90 min | 30-90 min |
Participantsdifferent | 5-8 | 5-10 Interviews | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Solution Feedback, Objection List, Validation Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | Design sprintPrototypeValidationInnovation | ValidationInterviewsPrototype | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |