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| Criterion |  Operations ALPEN Method |  Systems Thinking Futures Wheel |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | Low |
Timedifferent | 10-20 min daily | 60-120 min | 2-6 h | 30-90 min |
Participantsdifferent | 1 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Futures Wheel, Consequence Chains, Strategic Signals | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | PlanningTime managementProductivityOperations | ForesightSystems thinkingSignals | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions |