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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking CATWOE Analysis |  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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 | Medium | Medium |
Timedifferent | 30-90 min | 2-6 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | Systems thinkingFramingStakeholders | FeedbackSystems thinkingCausalityDynamics |