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| Criterion |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |  Systems Thinking Current Reality Tree |  Product Discovery MVP Test Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When several minimal variants compete to answer the same question, it makes comparing and choosing between them cleaner. It separates problem, assumption, solution, and evidence. The result is captured as a Test Matrix and a Test Plan. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 45-60 min | 2-6 h | 45-75 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption map, Test backlog, Risk ranking | Current Reality Tree, Core Problems, Intervention Ideas | Test Matrix, Test Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation | Systems thinkingRoot causeConstraintsCausality | ExperimentsValidationDiscoveryOptions |