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| Criterion |  Innovation Double Diamond |  Decision Making Decision Tree |  Operations ALPEN Method |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 30-90 min | 10-20 min daily | 30-120 min |
Participantsdifferent | 3-12 | 1-6 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Tree, Option Map, Assumption List | Daily Plan, Time Estimates, Review Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | DecisionTreeOptions | PlanningTime managementProductivityOperations | LeanObservationProcessOperations |