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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-90 min | 20-60 min | 20–45 min |
Participantsdifferent | 1-6 | 2-8 | 1 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | RiskDecisionFailurePlanning |