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| Criterion |  Decision Making Constraint Analysis |  Operations Gemba Walk |  Operations Getting Things Done |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 30-120 min | 1-2 h Setup, laufend | 30-90 min |
Participantsdifferent | 2-8 | 2-6 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | DecisionTreeOptions |