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| Criterion |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |  Systems Thinking Current Reality Tree |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 45-60 min | 2-6 h | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | Small cross-functional group |
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 | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation | Systems thinkingRoot causeConstraintsCausality | RiskDecisionFailurePlanning |