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| Criterion |  Product Strategy Lean Canvas |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 30-90 min | 30-90 min | 1-2 h |
Participantsdifferent | 1-6 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StartupLeanAssumptionsBusiness model | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | StrategyDecisionAssumptionsHypothesis |