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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Matrix |  Team Design Team Topologies Interaction Modes |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | Half day | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | Team-Leads plus Architecture | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Matrix, Scoring Rationale, Selected Option | Interaction Heat Map, Agreements per Pair | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionCriteriaScoringTradeoffs | TeamAlignmentCollaborationOrganization | TradeoffsDecisionCriteriaOptions |