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| Criterion |  Decision Making Decision Tree |  Systems Thinking VUCA Scan |  Product Strategy DIBB |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | Low | Low |
Timedifferent | 30-90 min | 30-90 min | 1-2 h | 30-90 min |
Participantsdifferent | 1-6 | 1-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | VUCA Map, Response Options, Signal and Learning Plan | DIBB document, Belief list, Bet list, Learning report | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionTreeOptions | SensemakingUncertaintyComplexityStrategyForesight | StrategyDecisionAssumptionsHypothesis | ConstraintsDecisionPlanningOptions |