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| Criterion |  Innovation Design Thinking |  Decision Making Risk Matrix |  Decision Making Decision Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Risk Matrix, Top Risk List | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | InnovationPrototypeResearch | RiskDecisionPrioritizationAssessment | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery |