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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Theory of Change |  Decision Making Delphi Method |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-90 min | 2-6 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Theory of Change Map, Assumptions, Outcome Measures | Expert Forecast, Consensus Range, Assumption Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ImpactOutcomesSystems thinkingStrategy | ForecastingExpertsDecisionStrategy | OutcomesStrategyBehaviorPlanning |