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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Current Reality Tree |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-90 min | 2-6 h | 30-60 min | 20–45 min |
Participantsdifferent | 2-8 | 3-8 | 3-10 | Small cross-functional group |
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 | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causeConstraintsCausality | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning |