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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-90 min | 30-90 min | 60-120 min | 0.5-3 Tage |
Participantsdifferent | 2-8 | 1-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsConstraintsSystems thinkingCausality |