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| Criterion |  Decision Making Constraint Analysis |  Operations Change Analysis |  Decision Making DACI |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low | High |
Timedifferent | 30-90 min | 45-120 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-6 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Change Matrix, Cause Hypotheses, Validation Questions, Action List | DACI Matrix, Decision Owner, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeRoot causeTroubleshootingComparison | DecisionRolesGovernanceAlignment | Systems thinkingRoot causeConstraintsCausality |