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| Criterion |  Systems Thinking Current Reality Tree |  Operations Change Analysis |  Decision Making Constraint Analysis |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-6 h | 45-120 min | 30-90 min | 1-3 h |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ChangeRoot causeTroubleshootingComparison | ConstraintsDecisionPlanningOptions | FeedbackSystems thinkingCausalityDynamics |