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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Theory of Change |  Decision Making Decision 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 30-90 min | 2-6 h | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Theory of Change Map, Assumptions, Outcome Measures | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ImpactOutcomesSystems thinkingStrategy | DecisionTreeOptions |
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