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| Criterion |  Innovation Design Thinking |  Innovation Design Sprint |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 4-5 Tage | 20–45 min | 30-90 min |
Participantsdifferent | 4-10 | 5-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |