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| Criterion |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-90 min | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality |