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| Criterion |  Decision Making Constraint Analysis |  Agile Mad Sad Glad |  Decision Making Pre-Mortem |  Agile Start Stop Continue |
|---|---|---|---|---|
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 team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Emotion Board, Themes, Action Items | Risk list, Mitigation plan, Assumption log | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RetrospectiveTeamReflection | RiskDecisionFailurePlanning | RetrospectiveImprovementTeamReflection |