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| Criterion |  Product Strategy Impact Mapping |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | DecisionTreeOptions |