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| Criterion |  Decision Making Argument Mapping |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Operations Causal Factor 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. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 2-6 h | 30-90 min | 2-6 h |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | SensemakingDecisionRationale | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline |