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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Operations Kepner-Tregoe |  Operations A3 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 30-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-5 |
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 | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |