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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Product Strategy Impact Mapping |  Decision Making Force Field 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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 30-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy |