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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Theory of Constraints Thinking Process |  Systems Thinking Evaporating Cloud |  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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium |
Timedifferent | 30-90 min | 0.5-3 Tage | 60-120 min | 30-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Theory of ConstraintsConstraintsSystems thinkingCausality | Theory of ConstraintsAssumptionsSystems thinking | DecisionTreeOptions |