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| Criterion |  Decision Making Decision Tree |  Innovation Lean Startup |  Product Discovery Pretotyping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 30-90 min |
Participantsdifferent | 1-6 | 2-8 | 1-4 | 2-8 |
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 | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | LeanStartupValidationMVP | ValidationDemandMVP | ConstraintsDecisionPlanningOptions |