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| Criterion |  Innovation Double Diamond |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Growth A/B Testing |
|---|---|---|---|---|
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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Wochen bis Monate | 30-90 min | 45-60 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 1-6 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | ProcessDivergenceInnovation | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |