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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Constraint Analysis |  Product Strategy ICE Scoring |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-90 min | 30-90 min | 30-60 min | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | ICE Table, Top Idea List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingFramingStakeholders | ConstraintsDecisionPlanningOptions | PrioritizationScoringGrowthDecision | Systems thinkingRoot causeConstraintsCausality |