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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Intervention Mapping |  Operations Change Analysis |  Systems Thinking Future 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-90 min | 1-5 Tage | 45-120 min | 2-4 h |
Participantsdifferent | 2-8 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeSystems thinkingCapability | ChangeRoot causeTroubleshootingComparison | Theory of ConstraintsSystems thinkingChange |