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| Criterion |  Product Strategy Impact Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Decision Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h | 30-90 min | 30-90 min |
Participantsdifferent | 3-8 | 1-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Concept Map, Relationship Labels, Knowledge Gaps | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | KnowledgeConceptsMappingSensemaking | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |