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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-90 min | 1-5 Tage | 2-6 h | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics |