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| Criterion |  Decision Making Risk Matrix |  Innovation Design Thinking |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | 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 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 stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | High | Low | Medium |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | 30-90 min | 30-90 min |
Participantsdifferent | 3-10 | 4-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Problem Statement, Prototype, Test Learnings | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | InnovationPrototypeResearch | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |