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| Criterion |  Decision Making Constraint Analysis |  Decision Making Pareto Analysis |  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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | High |
Timedifferent | 30-90 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Pareto Chart, Top Causes, Focus List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | PrioritizationQualityFocusRoot cause | Systems thinkingRoot causeConstraintsCausality |
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