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| Criterion |  Decision Making Constraint Analysis |  Innovation Brainwriting |  Decision Making Pre-Mortem |  Decision Making Decision Tree |
|---|---|---|---|---|
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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. | 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 | Low | Low | Medium |
Timedifferent | 30-90 min | 15-30 min | 20–45 min | 30-90 min |
Participantsdifferent | 2-8 | 3-12 | Small cross-functional group | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Idea sheets, Expanded concepts, Prioritized list | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | BrainstormingCollaborationInclusionIdeas | RiskDecisionFailurePlanning | DecisionTreeOptions |