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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Operations ALPEN Method |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-90 min | 2-6 h | 10-20 min daily | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Daily Plan, Time Estimates, Review Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | PlanningTime managementProductivityOperations | FeedbackSystems thinkingCausalityDynamics |