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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Evaporating Cloud |  Decision Making Assumption Surfacing |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | High |
Timedifferent | 30-90 min | 60-120 min | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Assumption List, Critical Assumptions, Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Theory of ConstraintsAssumptionsSystems thinking | AssumptionsRiskDecisionDiscovery | Systems thinkingRoot causeConstraintsCausality |