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| Criterion |  Decision Making Constraint Analysis |  Operations Causal Factor Analysis |  Decision Making RAPID |  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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | Low | High | Medium | High |
Timedifferent | 30-90 min | 2-6 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 3-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | CausalityIncidentRoot causeTimeline | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality |