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| Criterion |  Innovation Double Diamond |  Decision Making Assumption Surfacing |  Decision Making Decision Tree |
|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | Wochen bis Monate | 45-90 min | 30-90 min |
Participantsdifferent | 3-12 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Assumption List, Critical Assumptions, Learning Plan | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ProcessDivergenceInnovation | AssumptionsRiskDecisionDiscovery | DecisionTreeOptions |
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