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| Criterion |  Operations Waste Analysis |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 20–45 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | WasteLeanProcess improvement | RiskDecisionFailurePlanning | SensemakingDecisionRationale | ConstraintsDecisionPlanningOptions |