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| Criterion |  Facilitation Six Thinking Hats |  Innovation Design Thinking |  Decision Making Constraint Analysis |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 45-90 min | 1 Tag bis mehrere Wochen | 30-90 min | Mehrere Wochen |
Participantsdifferent | 4-12 | 4-10 | 2-8 | 2-6 researchers plus sample |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Problem Statement, Prototype, Test Learnings | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | FacilitationOptionsDecision | InnovationPrototypeResearch | ConstraintsDecisionPlanningOptions | OutcomesInnovationResearchQuantitative |