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| Criterion |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  Agile Start Stop Continue |  Agile Sailboat Retrospective |
|---|---|---|---|---|
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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 20–45 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |