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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 30-90 min | 2-6 h | Half day | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy | CausalityIncidentRoot causeTimeline |