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| Criterion |  Operations Change Analysis |  Decision Making Constraint Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Current Reality 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | High |
Timedifferent | 45-120 min | 30-90 min | 60-120 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingRoot causeConstraintsCausality |