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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Operations A3 Problem Solving |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 2-6 h | 30-90 min | 45-90 min | 1-6 Wochen |
Participantsdifferent | 3-8 | 2-8 | 2-5 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause |