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| Criterion |  Operations Change Analysis |  Operations ALPEN Method |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-120 min | 10-20 min daily | 2-6 h | 30-90 min |
Participantsdifferent | 2-6 | 1 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Daily Plan, Time Estimates, Review Notes | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PlanningTime managementProductivityOperations | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions |