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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Product Discovery Fake Door Test |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-90 min | 2-6 h | 1-5 Tage | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Click Data, Interest Signal, Learning Decision | Completed Experiment Canvas, Success Metric |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryHypothesis |