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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Iceberg Model |  Operations Kepner-Tregoe |  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 Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | High |
Timedifferent | 30-90 min | 30-60 min | 2-8 h | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingRoot causePatterns | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality |