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| Criterion |  Decision Making Argument Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking CATWOE Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 2-6 h | 45-90 min | 30-90 min |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Current Reality Tree, Core Problems, Intervention Ideas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | SensemakingDecisionRationale | Systems thinkingRoot causeConstraintsCausality | Systems thinkingFramingStakeholders | ConstraintsDecisionPlanningOptions |