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| Criterion |  Innovation Double Diamond |  Decision Making DACI |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 30-60 min | 30-90 min |
Participantsdifferent | 3-12 | 2-10 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | DACI Matrix, Decision Owner, Decision Log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernanceAlignment | DecisionTreeOptions |
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