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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking System Dynamics Simulation |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 | High | High |
Timedifferent | 30-90 min | 1-3 h | Mehrere Tage bis Wochen | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points | Simulation Model, Scenario Reports | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingRoot causeConstraintsCausality |