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| Criterion |  Decision Making Option Framing |  Decision Making Decision Tree |  Operations Change Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | 45-120 min | 30-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 3-8 | 1-6 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Tree, Option Map, Assumption List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OptionsDecision framingStrategyComparison | DecisionTreeOptions | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions |