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| Criterion |  Decision Making Constraint Analysis |  Operations Change Analysis |  Decision Making Force Field 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. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-6 | 3-12 | 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 | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |