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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Product Discovery Assumption Mapping |  Product Discovery Riskiest Assumption Test |
|---|---|---|---|---|
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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | 2-6 h | 45-60 min | 1-2 Wochen pro Iteration |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Assumption map, Test backlog, Risk ranking | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryAssumptions |