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| Criterion |  Innovation Double Diamond |  Decision Making Risk Matrix |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | 3-10 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Risk Matrix, Top Risk List | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ProcessDivergenceInnovation | RiskDecisionPrioritizationAssessment | DecisionTreeOptions |
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