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| Criterion |  Innovation Double Diamond |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate | 2-4 h | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ProcessDivergenceInnovation | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | Business modelStrategyValueInnovation |