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| Criterion |  Decision Making Risk Matrix |  Innovation Design Thinking |  Decision Making Decision Tree |  Innovation Design Sprint |
|---|---|---|---|---|
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. | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | 30-90 min | 4-5 Tage |
Participantsdifferent | 3-10 | 4-10 | 1-6 | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Problem Statement, Prototype, Test Learnings | Decision Tree, Option Map, Assumption List | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | RiskDecisionPrioritizationAssessment | InnovationPrototypeResearch | DecisionTreeOptions | Design sprintPrototypeValidationInnovation |