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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Business Strategy TOWS Matrix |  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. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | High | Medium | High |
Timedifferent | 30-90 min | Half day | 1-2 h | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | TOWS Matrix, Strategic Options, Priority Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | StrategyAnalysisOptions | Systems thinkingRoot causeConstraintsCausality |