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| Criterion |  Innovation Design Thinking |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |  Innovation Design Sprint |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Low | Medium | High |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 30-90 min | 4-5 Tage |
Participantsdifferent | 4-10 | 2-8 | 1-6 | 5-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | InnovationPrototypeResearch | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions | Design sprintPrototypeValidationInnovation |