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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Operations Change Analysis |  Decision Making Option Framing |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-90 min | Half day | 45-120 min | 45-120 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison | OptionsDecision framingStrategyComparison |