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| Criterion |  Product Strategy Impact Mapping |  Product Strategy DIBB |  Systems Thinking Theory of Change |  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. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Low |
Timedifferent | 45-90 min | 1-2 h | 2-6 h | 30-90 min |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | DIBB document, Belief list, Bet list, Learning report | Theory of Change Map, Assumptions, Outcome Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyDecisionAssumptionsHypothesis | ImpactOutcomesSystems thinkingStrategy | ConstraintsDecisionPlanningOptions |