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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Product Discovery Assumption Mapping |  Product Discovery Learning Card |
|---|---|---|---|---|
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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 20-60 min | 45-60 min | 25-40 min |
Participantsdifferent | 2-8 | 1 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Assumption map, Test backlog, Risk ranking | Learning Card with evidence and next action |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | AssumptionsRiskExperimentsValidation | ExperimentsValidationDiscoveryLearning |