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| Criterion |  Decision Making Constraint Analysis |  Product Strategy Impact Mapping |  Decision Making Decision Rights Mapping |  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 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-90 min | 90-180 min | 30-90 min |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Impact Map, Outcome Hypotheses, Delivery Options | Decision Rights Matrix, Agreement | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | OutcomesStrategyBehaviorPlanning | DecisionGovernanceAlignmentResponsibility | DecisionTreeOptions |