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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Current Reality Tree |  Operations Change 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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-90 min | 2-4 h | 2-6 h | 45-120 min |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Theory of ConstraintsSystems thinkingChange | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |