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| Criterion |  Operations Change Analysis |  Decision Making Constraint Analysis |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | 45-90 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality |