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| Criterion |  Decision Making Constraint Analysis |  Product Strategy DIBB |  Systems Thinking Evaporating Cloud |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-90 min | 1-2 h | 60-120 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DIBB document, Belief list, Bet list, Learning report | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategyDecisionAssumptionsHypothesis | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingRoot causeConstraintsCausality |