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| Criterion |  Decision Making Constraint Analysis |  Operations Kepner-Tregoe |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 30-90 min | 2-8 h | 2-6 h | 1-6 Wochen |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause |