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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 3-8 | 1-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | Systems thinkingFramingStakeholders | DecisionTreeOptions | ChangeDecisionStrategy | ConstraintsDecisionPlanningOptions |