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| Criterion |  Decision Making Decision Tree |  Innovation Lean Startup |  Decision Making Constraint Analysis |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | DecisionTreeOptions | LeanStartupValidationMVP | ConstraintsDecisionPlanningOptions | StartupLeanAssumptionsBusiness model |