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| Criterion |  Systems Thinking Current Reality Tree |  Decision Making Constraint Analysis |  Systems Thinking Leverage Points |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 30-90 min | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 2-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | ConstraintsDecisionPlanningOptions | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy |