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| Criterion |  Decision Making Constraint Analysis |  Operations Change Analysis |  Delivery Cost of Delay |  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 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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 | 45-120 min | 90-180 min | 2-6 h |
Participantsdifferent | 2-8 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Change Matrix, Cause Hypotheses, Validation Questions, Action List | CoD Table, Prioritization Sequence | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeRoot causeTroubleshootingComparison | PrioritizationDeliveryEconomicsDecision | Systems thinkingRoot causeConstraintsCausality |