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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Systems Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | 1-3 h | 2-6 h | 45-120 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | System Map, Dependencies, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Systems thinkingMappingBoundariesChange | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison |