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| Criterion |  Operations Change Analysis |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-120 min | 30-90 min | 2-6 h | 30-90 min |
Participantsdifferent | 2-6 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | DecisionTreeOptions |