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| Criterion |  Decision Making Constraint Analysis |  Operations Gemba Walk |  Product Discovery Assumption Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 30-120 min | 45-60 min | 20–45 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |