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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |  Operations Root Cause 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | 1-4 h | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics | Root causeProblem solvingQualityIncident | Systems thinkingRoot causeConstraintsCausality |