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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking System Dynamics Simulation |  Operations ALPEN Method |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Low | High |
Timedifferent | 30-90 min | Mehrere Tage bis Wochen | 10-20 min daily | 2-6 h |
Participantsdifferent | 2-8 | 1-5 Modellierende, Stakeholder asynchron | 1 | 3-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Simulation Model, Scenario Reports | Daily Plan, Time Estimates, Review Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingDynamicsSimulationAnalysis | PlanningTime managementProductivityOperations | Systems thinkingRoot causeConstraintsCausality |