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| Criterion |  Decision Making Constraint Analysis |  Operations Gemba Walk |  Decision Making Pre-Mortem |  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. | 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. | 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 | Low | Medium |
Timedifferent | 30-90 min | 30-120 min | 20–45 min | 30-90 min |
Participantsdifferent | 2-8 | 2-6 | Small cross-functional group | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Observation Notes, Improvement Ideas | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanObservationProcessOperations | RiskDecisionFailurePlanning | DecisionTreeOptions |