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| Criterion |  Decision Making Constraint Analysis |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  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 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. | 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. | 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 | 45-90 min | 30-60 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | DecisionTreeOptions |