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| Criterion |  Decision Making Constraint Analysis |  Product Strategy Impact Mapping |  Decision Making Option Framing |  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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | 45-120 min | 30-90 min |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Impact Map, Outcome Hypotheses, Delivery Options | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | OutcomesStrategyBehaviorPlanning | OptionsDecision framingStrategyComparison | DecisionTreeOptions |