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| Criterion |  Product Strategy DIBB |  Decision Making Decision Tree |  Decision Making Decision Rights Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low | Medium | Medium | Low |
Timedifferent | 1-2 h | 30-90 min | 90-180 min | 30-90 min |
Participantsdifferent | 2-8 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tags1 shared | StrategyDecisionAssumptionsHypothesis | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions |