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| Criterion |  Decision Making Option Framing |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-120 min | 1 Tag bis mehrere Wochen | 60–90 min | 15-45 min |
Participantsdifferent | 3-8 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | OptionsDecision framingStrategyComparison | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment |