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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-90 min | 2-6 h | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |