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| Criterion |  Decision Making Argument Mapping |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 2-6 h | 30-90 min | 60-180 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | SensemakingDecisionRationale | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | ComplexitySensemakingDecision |