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| Criterion |  Decision Making Constraint Analysis |  Decision Making Option Framing |  Systems Thinking Current Reality Tree |  Operations Change Analysis |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 45-120 min | 2-6 h | 45-120 min |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | OptionsDecision framingStrategyComparison | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |